Over the twenty years that I have worked with Beyond Budgeting, I have asked tens of thousands of managers and Finance people all over the world about how satisfied they are with the budgeting process.

The next step of the Australian FP&A Board led us to meet in Melbourne with about 30 FP&A practitioners attending and debating about challenges, trends and best-practices in Financial Planning and Analysis.  We would like to share some of the insights from the event in short summarized form. The topic of this board was “FP&A Analytical Transformation”.

"Is your forecasting more judgemental than analytical?" The FP&A Board members were trying to answer this question at the third Brussels session. 30 senior finance practitioners debated on how Rolling Forecast (RF) can be more value-adding.

The International FP&A Board held its third FP&A Board meeting in Boston on the 12 June. It was another interesting FP&A Business Partnering (BP) debate with 25 senior finance practitioners sharing their professional experience with each other.

Usually I am fairly rational and do not let my personal emotions interfere with how I interact with others. However, as the readers of my blogs and articles may have detected, my more recent writings increasingly reflect my frustrations with old school accountants.

​Another successful FP&A Board was held in Sydney on 21st August 2018, where more than 50 FP&A practitioners attended and discussed their challenges and trends in Financial Planning and Analysis.

Welcome to this blog series, where I look forward to share with you some of my reflections on what I believe are very important issues for most organisations today.

Are your KPIs, Scoreboards and other metrics safe from the Simpson's paradox?

Why, according to 70% of UK CFOs, is FP&A the hardest Finance & Accounting role for them to fill?

This is just one of the many questions the well-known FP&A thought leader Larysa Melnychuk answers as well as covering a number of relevant other areas on the podcast with Andrew Codd.

More than 15 years ago, the Harvard Business Review had already declared corporate planning and budgeting as all but dead. “Corporate budgeting is a joke, and everyone knows it,” the business magazine wrote in 2001. The polarizing article generated an enormous reaction. However, little has changed since then.