FP&A people should develop a good understanding of competitiveness. It is not just about the general concept but the specifics of the company. Financial Planning and Analysis (FP&A) is not the only function concerned, so we should be at least on par with the others and, hopefully, become a vector to improve the common understanding.
Christian Fournier
Christian Fournier, (French) chartered accountant studies completed by the HEC EMBA, he has been in various finance director positions in global telecom and services companies. He researched and participated to several globalisation experiences from which he wrote a book “Globalisation – adapter l’organisation de son entreprise face à la mondialisation”.
Author's Articles
In this article, the author compares FP&A activities with an iceberg, likening evident and essential to the company's direction actions to the tip of the iceberg. However, these components only represent a small part of our job and depend heavily on the other, less visible parts.
In this article, the author looks at the FP&A tools and explains why these tools must consider the company culture and factor in the existing management biases. He also shares a few practical recommendations for FP&A teams that will help fight these biases.
So, as a business professional, how can you evaluate the process(es) put in place in your company (or group of companies) and potentially evolve it in a way that effectively permits you to create value for your business(es)? Find the answer in this article.