By gaining a deep understanding of the key performance drivers outside of finance, and by expanding its field of prescriptive action into all functions across the enterprise, FP&A can move the next level up and transform itself into an extended Finance & Analysis (xP&A) organisation. This article explores why many of us still think in silos and reasons why traditional business controlling should evolve into extended planning and analysis (xP&A).
Stéphane Bonutto
Stéphane Bonutto has worked in various multinational companies such as Schott Glas and Adam Opel AG in Germany, Switzerland and Italy where he was responsible for commercial finance / pricing and manufacturing finance. He then moved to Oerlikon Balzers to work as Head of Finance / CFO for Germany and then for Europe.
During his career, Stéphane designed and implemented Finance Planning & Analysis tools to drive the performance of the organisations. He also has worked on processes and organisational capability to bring his finance teams to the next level.
Today, Stéphane works as the Principal Director and CFO for the Enterprise Value within the Diversity & Inclusion Business Team at Accenture DACH.
Author's Articles
In many companies, the processes and tools to manage profit and loss (P&L) are quite developed, but the cash flow is not always understood and does not always receive the same level of attention. What are the reasons for this and how can FP&A improve the situation?
Traditional FP&A activities are becoming increasingly standardised and automated. To cope with these trends, finance managers should take over the role of sparring partner in their organisation.
The CFO is commonly considered to be the sparring partner to the company CEO. Traditionally this implies a physical vicinity of the finance department to the CEO. However, during my career, I have found more and more finance organisations where remote working is prevalent. I can identify three models.