FP&A is a process of thinking and learning about how companies earn income and generate cash flows. In order for this process to be effective a bridge between planning and analysis is necessary. I learned about the importance of this bridge early in my professional life.
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By FP&A suite, we shall understand here the different elements that are needed to manage a given business. Obviously, industry is a keep differentiator but how does this reflect in practice? What are the key elements that needs to be in the suite and on what basis shall it be customised?
The London FP&A Board was created on 19 September 2013 to guide the development and promotion of the best practices in FP&A. Since then, the boards were successfully established in 15 cities of 11 countries in Europe, the Middle East, Asia, Australia and the USA to identify and support new global trends, skill sets and thought leadership in corporate financial planning and analysis.
Zurich FP&A Board will gather on 8 February 2018 for the fifth time to dispute on the Beyond Budgeting Philosophy. The International FP&A Board was created on 19 September 2013 in London to guide the development and promotion of the best practices in FP&A. Since then, the Board chapters were successfully established in 15 cities of 11 countries in Europe, the Middle East, Asia, Australia and the USA to identify and support new global trends, skill sets and thought leadership in corporate financial planning and analysis.
The Amsterdam FP&A Board gathered on the 9th of November, 2017, to discuss the essential of FP&A Business Partnering.
On 12th October 2017, 22 senior finance practitioners from such companies as Ericsson, IDG (International Data Group), Lagardére Sports, MSD, Nutricia, Philips, Pirelli, Regus, Salesforce, Telia, Tieto, etc., gathered in Stockholm to interactively discuss why Driver-Based Planning matters for modern FP&A. The discussion was thought-provoking and interesting: many finance practitioners considering fully driver-based planning model, however, just a few organizations have them.
The demand for Financial Planning & Analytics (FP&A) thought leadership and best practice establishment is very high. In response to many requests from the UK professional community, the London FP&A Circle was established in July 2016. This is a vendor-agnostic educational and networking forum for passionate finance practitioners. It is a platform for the International FP&A Board to share its practical insights on the latest trends and developments in financial planning and analytics with the FP&A community of London city. So far the board discussions were held in 15 cities, 11 countries on 4 continents.
This Michael Page interview with Larysa Melnychuk, CEO and the founder of FP&A Trends and International FP&A Board gives an overview on the evolving role of modern Financial Planning and Analytics (FP&A) globally. The interview was given during Larysa's travel to APAC region for the FP&A Board meetings and reveals five factors that changing global FP&A
In this interview, Larysa Melnychuk, Managing Director at FP&A Trends Group and the Founder of the International FP&A Board, shares her thoughts on Beyond Budgeting Philosophy and reveals insights that were generated by the London FP&A Board during debate on the subject.
Are we ready to change the traditional budgeting culture?
How should the role of chance influence the work of FP&A practitioners?
Intentions may lead to results that were not intended. There are times in which good intentions may lead to bad results or an idea that is designed to accomplish one task may succeed by performing a completely different task. As a result, FP&A practitioners should recognize the role of chance in FP&A.