So, you’re a C-suite executive, Vice President, Director, Manager, Senior, or Staff financial professional and a high potential and performance team member or members have left the company. The goal of this blog is to provide 5 success factors for retaining and building a FP&A dream team from the perspective of a high potential and performer millennial.
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FP&A Insights is a collection of useful case studies from leading international companies and thought leadership insights from FP&A experts. We aim to help you keep track of the best practices in modern FP&A, recognise changes in the ever-evolving world of financial planning and analysis and be well equipped to deal with them.
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By Thorsteinn Siglaugsson, Consultant / Corporate trainer / Manager
When preparing the implementation of a planning and forecasting system I am often asked if we can just take the existing spreadsheet solution and squeeze this into the new system. Invariably my answer is: Yes, we can do this, but we should not. Why?
The first step in forecasting is to understand where we are today and how we arrived at that point from the past. This is gain through analysis and reporting.
There’s been a steady move towards having more business partner roles in FP&A, similar to other support functions like IT and HR, but what does this all mean for FP&A?
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