When I first came across the term driver based planning and forecasting I was confused. As an ex-investment banker having joined a Finance team the concept of drivers when talking about a forecast or plan was simply assumptions. Why was it not called just that? Assumptions! Investment bankers have been building models with assumptions ever since the first model was built and a corporate transaction was negotiated.

Does your finance department add true value to the business? Do you see finance influence decision making in your organisation? Is finance always invited to attend strategic business meetings? If the answer to any of the above questions is “no”, it means a transformation from controlling to finance business partnering function is needed.

FP&A Trends E-Books is a series of publications consisting of articles on FP&A-related subjects. The issues are regularly published on the FP&A Trends website and are available only to the website subscribers. The first issue is devoted to the rolling forecast philosophy and contains articles from Larysa Melnychuk, Steve Morldige, Richard Reinderhoff, Elena Kiristova and Thorstein Siglaugsson. 

Most professionals working in the FP&A discipline have degrees in finance or accounting and previously worked as accountants or auditors. The transition from such backend core finance functions to a highly business focused partnering function is one that requires certain shifts in mind-set as well as skillset. Below is a discussion attempting to highlight some of the key ones.