You will be considered a great FP&A professional only if you can communicate clearly, effectively, and eloquently. The most basic of those choices is whether a use a table or a graph. To make that choice intelligently, it’s critical that you answer four questions that are described in this article.
FP&A Insights
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 Randall Bolten, longtime Silicon Valley CFO, author of "Painting with Numbers: Presenting Financials and Other Numbers So People Will Understand You” and adjunct professor at U.C. Berkeley Extension.
What does it take to become a good or even great FP&A professional?
The article describes those QUALITIES that I have found in people who I have worked with, worked for and who have worked for me in an FP&A domain that I found to be particularly effective in driving the FP&A agenda forward within their responsibility domain.
The information age is forcing the office of the CFO into a more data-driven, strategic role away from the back-office accounting role of the past. For CFO’s to be successful, they need their FP&A teams to step out of the data collection and validation and play a larger more strategic, customer facing role.
Nowadays, everyone is talking about being ‘data-driven’. What lies beneath this idea, is the wish to make the decision-making process easier and more effective. But in general, it means delivering the required data of acceptable quality to the relevant decision makers when and where they need it.
What are the FP&A concerns about being ‘data-driven’?