Ever notice how the personalities and dispositions of animals often resemble humans'? An organisation’s pursuit of adopting FP&A involves personalities of all types. How are they like the creatures that populate our planet? Here is a zoology of analogous types of employees that you might recognise. 

On 4 October 2016, the second meeting of the London FP&A Circle gathered together in the Holborn office of Michael Page to discuss A New Era for FP&A Profession.

Financial Planning is a process of thinking. One of the end results from this process is a product called a budget. A budget is a product that expresses thoughts. As a product a budget must be created and its creation must have a foundation. The foundation for creating a budget is answers to three basic questions.

Managing enterprise productivity is an essential capability for value-focused Finance executives.  It provides the basis for superior strategy execution, cost and profitability management, by purging organizations of one of the primary causes of value erosion: functional silos.

The London FP&A Circle launched on 5 July 2016 and was devoted to the FP&A Analytics Maturity Model.

The New York FP&A Board met on 14 June 2018 for the fourth time in the beautiful Michael Page office in Midtown Manhattan to debate on the popular subject of the Driver-Based Planning (DBP).

The traditional budgeting culture is one of the top FP&A challenges right now. We covered this subject at FP&A Board meetings around the globe and two weeks ago were in Frankfurt to continue the global discussion.

Among the difficult subjects for FP&A and management, there is the very “sensitive” relation between budget or forecast and managers compensation scheme. 

The second FP&A Board in New York gathered in a beautiful Michael Page office in upper Manhattan to continue our global Rolling Forecast (RF) Discussions.

The Stockholm FP&A Board launched on 11 May 2016 and was devoted to the Latest Trends in FP&A.