In the first part of this discussion we identified the root cause that prevents FP&A to deliver its full value. In fact we have identified a core conflict of FP&A. This conflict can be described in different ways. 

The Stockholm FP&A Board will meet on 4 April 2019 for the sixth time. The professional debate will be devoted to the subject of FP&A Team Building. 

The Copenhagen FP&A Board was established on the 2^nd of April 2019 as an educational and networking platform for the local FP&A community.

Since then, 100 members, representing leading global and local companies such as Carlsberg, Nilfisk, AIG, Svitzer, Maersk Drilling (Noble), WTW, Falck, Schneider Electric, Aon, Danske Bank, Mars and many others joined this think-tank. Together, we explore the best way to address the challenges in the FP&A community in the 21^st century.

During the meetings, we guide the development and promotion of best practices in global FP&A, identify and support new trends, skillsets and innovations.

The speakers from 3Shape, LEGO Group, and others presented their insights and case studies.
 

The first Copenhagen FP&A Board will take place on 2 April 2019 to debate the popular subject of the global trends in modern Financial Planning and Analysis (FP&A). 

Several forces will reshape the way finance will be organized in seven to 10 years. Share your vision and help create alternative models for the future look of the finance function.

I belong to the rather small group of Finance people who also have worked in Human Resources. The four years I headed up HR in the petrochemicals company Borealis was a great experience (after heading up Finance where we kicked out the budget already back in 1995, another great experience!).

In compiling the Brexometer , certain political factors are assessed. This month these factors are moving around considerably, even on a daily basis.  For your interest though, here are some of the key political assumptions used for the January 2019 Brexometer reading.

Despite some advances in the application of new costing techniques such as activity-based costing, are management accountants and FP&A professionals adequately satisfying the needs of managers and employee teams for decision-based cost information?

This article will emphasize that ZBB is not exclusively for small businesses. It discusses zero-based budgeting as a tool that can be used to improve a company's understanding of is processes, risks, and opportunities and does not need to be applied to every line or department impacted in the budget.

​The daily routine of FP&A professionals revolves around providing reports and analyses for senior and operational management, to manage core processes such as budgeting, forecasting, cost allocation and consolidation. And usually they are hard-pressed for time.