On 4 October 2016, the second meeting of the London FP&A Circle gathered together in the Holborn office of Michael Page to discuss A New Era for FP&A Profession.

Financial Planning is a process of thinking. One of the end results from this process is a product called a budget. A budget is a product that expresses thoughts. As a product a budget must be created and its creation must have a foundation. The foundation for creating a budget is answers to three basic questions.

Managing enterprise productivity is an essential capability for value-focused Finance executives.  It provides the basis for superior strategy execution, cost and profitability management, by purging organizations of one of the primary causes of value erosion: functional silos.

The London FP&A Circle launched on 5 July 2016 and was devoted to the FP&A Analytics Maturity Model.

The New York FP&A Board met on 14 June 2018 for the fourth time in the beautiful Michael Page office in Midtown Manhattan to debate on the popular subject of the Driver-Based Planning (DBP).

The traditional budgeting culture is one of the top FP&A challenges right now. We covered this subject at FP&A Board meetings around the globe and two weeks ago were in Frankfurt to continue the global discussion.

Among the difficult subjects for FP&A and management, there is the very “sensitive” relation between budget or forecast and managers compensation scheme. 

The second FP&A Board in New York gathered in a beautiful Michael Page office in upper Manhattan to continue our global Rolling Forecast (RF) Discussions.

The Stockholm FP&A Board launched on 11 May 2016 and was devoted to the Latest Trends in FP&A.

According to a 2017 IBM report, "Every day, we create 2.5 quintillion bytes of data. To put that into perspective, 90 percent of the data in the world today has been created in the last two years alone." Those are some pretty staggering figures and businesses see the volume of their internally generated data growing all the time.