On June 19th, 2018, International FP&A Board launched the Toronto chapter. There were over 30 attendees, all senior finance executives, from various industries including telecommunications, pharmaceuticals, technology, retail and hospitality

The Controllership and FP&A are two separate components of the organisation. This article will highlight a couple of differences between the two.

The 2018 FP&A Empowerment Survey explores how technology is changing Finance, from planning and forecasting efficiency to analytics maturity, business partnering and FP&A’s strategic value.

Lately, I’ve noticed a significant uptick in the number of connections I have on LinkedIn who now list Strategic Finance as their primary job description.

Prediction is an important part of the work that FP&A practitioners do.  This work has many challenges.  One way to address these challenges is by minimizing the negative.

We are always working towards improving the quality of the FP&A Board meetings and would value your feedback.

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Managing a successful FP&A (Finance) department requires balancing the right blend of People, Processes and Technology.  Of course, this construct is nothing new, we’ve all heard this many times before.

Being a business partner will increase your scope and you will be more dependent on others. Learning to delegate, choosing the battles to fight for, saying no without compromising the relationship, continuing to expand your knowledge, surrounding yourself with the right people and supporting them would be the keys to success.

In this article, the author explores top 3 impacts of AI & ML on FP&A people, processes and value.

A budget is often a strategic anchor rather than a tool that facilitates effective decision making. Success in today’s world means innovative management models that release people from staffing bureaucracy and suffocating controls, and trusting them with information and empowering them to think, reflect, share, learn, and improve.

Bjarte Bogsnes, Senior Advisor Performance Framework at Statoil and Chairman at Beyond Budgeting Roundtable, shares how Statoil has embraced the Beyond Budgeting principles to develop an “Ambition to Action Model”. This model has allowed Statoil to completely redefine their performance management. The company developed their holistic performance evaluation programme and leveraged dynamic forecasting and resource allocation to eliminate traditional budgets and to empower event-driven decision-making process across the enterprise.