Many companies are getting back to the office (or never left), some have already decided to remain fully remote, yet others are trying out a hybrid mode. The only thing in common between them is no one is sure of the best set-up yet.
Are we missing the opportunity to think broader and bolder? Could we use the learnings we gained so far with remote work to address a well-known problem: the lack of FP&A professionals in the job market?
Understanding new KPIs and drivers, their impact and how we can influence them has been a key priority for leading organisations. This, however, requires good understanding and implementation of Driver Based Planning, coupled with key business strategies.
According to the 2021 FP&A Trends Survey, only 12.5% of organisations spend 40% of their time on value-adding activities. Ironically, the feedback I am getting from my stakeholders is that our Business Partners have never needed us more than they need us today. Clearly, as an FP&A community, we all need to be taking action to empower, execute and become laser-focused on moving up the dial from 12.5% to ensure we can support and guide our Business Partners and show up as our best version.
In this digest, you will find our research paper itself; an article about the essence of driver-based modelling and data lineage concepts; a video case study of predictive analytics for planning; and an argument for using technology to effect FP&A transformation.
In this short video, the Head of FP&A and M&A at Lonza, Patric Somlo, shares how his organisation transformed its planning process by using Predictive Analytics.
The business environment is completely different from what it was. In order to survive, organisations have to be agile. In the language of FP&A, it means that dynamic forecasting is a must.
One of the leading companies that successfully evolved from static to dynamic forecasting is Dollar General Corporation.
At the recent FP&A Trends Webinar, senior finance professionals from diverse backgrounds and experience shared their views on the subject of Skills of the Future and How to Build Best-in-Class FP&A Teams.
Challenging market and rising costs put businesses into a non-stop race for efficiency and expense reduction. Cost management and identification of real expenditure sources in the production process are among the highest priorities for Financial Planning and Analysis (FP&A) and the entire finance department in almost every company.
The Milan FP&A Board was launched on the 5th of June, 2024, and has become a recent addition to the International FP&A Board chapters.
Senior FP&A leaders from Coca-Cola, Gilead Sciences, Rodenstock, UniCredit, L'Oreal, Estee Lauder, Versace, Christian Louboutin, Danone, Sony, Burger King, BIC, and other companies attended the events to guide the development and promotion of better practices in global FP&A, identify, and support new trends, skillsets and innovations.
The speaker from Mastercard presented their insights.
The Munich FP&A Board was launched on the 16th of May, 2023, and has become a recent addition to the International FP&A Board chapters.
Senior FP&A leaders from Siemens, Amazon, Linde, Qualcomm, sennder Technologies, Lear Corporation, Steelcase, VMware, ResMed, Mirion Technologies, and other companies attended the events to guide the development and promotion of better practices in global FP&A, identify, and support new trends, skillsets and innovations.
The speakers from sennder Technologies and Amazon presented their insights and case studies.
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