This FP&A Board Connect meeting will be delivered from France. Stéphanie Didier, Finance Director, and Tina Vermeyen, Digital Transformation Manager at Janssen, Johnson & Johnson will share their company's Predictive and ML forecasting journey.

Lukas Herbert,  FP&A Director ICMEA at Takeda, the speaker of the sixth and the facilitator of the seventh Dubai FP&A Board will share his insights on the subject. What is a journey to Zero-Based Budgeting? What lessons should be learned? Find out by joining this FP&A Board Connect.

The second FP&A Board Connect will be dedicated to the topic of "Zero-Based Budgeting in Multinationals".  Paul Harris, Experienced Commercial Finance Director and a member of the London FP&A Board will share his extensive ZBB experience with us. How does ZBB work in multinational companies?  What are the pros and cons? What is the most important success factor? Find out by joining this FP&A Board Connect short and insightful digital meeting.

In this article, I share my view on the key skills to have when you want to work in Finance and how they bring value to your organization.

The first FP&A Board Connect digital meeting will be launched from Japan. Takeshi Murakami, Business Manager to CEO/President at Microsoft Japan, who is also a member of the Tokyo FP&A Board, will share his company's experience on "Using Predictive Analytics and Machine Learning for FP&A"

“Go to the cloud” has been a key building block in every global CIO’s digital strategy. However, as the CFO, do you find yourself getting into frequent arguments with them over the savings promised at the time of embarking on this journey?

Many of us have heard about promise of predictive analytics (PA) in machine learning (ML). Over 50% of organisations think that data science and ML are critical for success. At the same time, less than 20% of finance teams are deploying data science today. Why did this happen?

The Coca-Cola Company’s recent global digital transformation initiative within their McDonald’s Division (TMD) has increased the company’s confidence in their data and enabled them to make better decisions faster.

FP&A helps create sources of future value whilst being on top of how much value is being created at present. Neither of these two things is as easy to measure at any one point in time. So, how can we answer the question “is FP&A delivering what is expected of it”?

The way a company FP&A suite is organised (i.e. its setup) covers the way data are organised and analysed, the way the reporting and the forecasting are produced and performances are measured. What will qualify as the best FP&A set up? How will it be accepted by the company?