Increasingly, managers are now looking to change the corporate planning process and replace the traditional annual budget with rolling forecasts, 12, 13 or 15 months ahead. What is the reason for this development?

People are the most expensive asset but they are vital to running a successful business and delivering value. However, few organizations understand the why talent management and retention is important to their bottom line.

I had the pleasure of attending the 7th London FP&A circle. The Circle is the educational branch of the International FP&A Board which shares the latest professional trends and developments with the UK FP&A community. It is open to both senior and mid-level finance practitioners.

Recent trends in FP&A have been to focus on data analytics and driver-based planning to provide better information for business leaders to make decisions. An often-overlooked challenge in transforming financial planning and analysis is the FP&A team’s structure and resource alignment. This article examines how we are transforming the people part of FP&A.

In October, we held the fourth Brussels FP&A Board meeting devoted to FP&A Business Partnering. 32 senior finance practitioners joined the event. They represented international companies in different industries, such as

For the second time, we had meetings in three US cities — Chicago, San Francisco and Seattle. The discussions were devoted to the subject of FP&A Analytical Transformation.

In October, the International FP&A Board had two successful meetings — one in Geneva and another one in Zurich. Both events were devoted to the interesting subject of FP&A Team Building.

Even if last six years I have been specialized in Data management,  I still follow (thanks to FP&A club) developments in FP&A area. While reading some publications on FP&A trends I realized the strong connection between FP&A and Data management topics. 

A finance manager is nothing without the team that they work with and that got me thinking about what makes a good finance team and pushes the department forward from being perceived as a ‘bean counters’ and a group of people that are constantly saying no to a real business partner function and being the engine room of any organisation.

Financial Planning is seen as a service however seeing Financial Planning as such limits its value-added capabilities. Financial Planning creates products that help people maximize wealth. There are two products created from Financial Planning for this task.