The link to strategic planning becomes evident when FP&A is placed within this bigger picture. By translating the strategic intent of the company into business drivers made visible through the ‘use-of-funds’, the execution of the strategy becomes fact-based, transparent and verifiable: ‘talks & figures’. Just think about it, and add value to your role and company.
Richard Reinderhoff
Richard Reinderhoff is a CFO/FP&A expert, turned advisor. He has worked for corporations from different continents, at local BU and holding level. His experience in an emerging market has developed him into a strategic finance business partner.
Richard uses his strengths to develop learning management teams, improve capital allocation decision-making, and eliminate misperceptions on strategy. He is a specialist in Zero-Based Budgeting and promotor of FP&A, as the next frontier in finance business partnering.
Author's Articles
If there is no financial planning, there is no financial control. Since financial planning and analysis (FP&A) is connected to all departments within a business, its fiduciary duty is to secure the realised value. There are three areas where the quality of financial planning can be leveraged to maintain this value.
The financial numbers only show one side of the story. When FP&A professionals are presenting the complete story behind the numbers, soft data needs to be collected and incorporated. The big question is, what data and where is it?
Improving financial planning and analysis (FP&A) means investing in people and systems. It only takes three pages to design a process and identify new roles and responsibilities. This method is described in this article and has been used to introduce new financial processes and operational reports.
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