The future is unpredictable, the current business environment is harsh, competition is fierce. In these times of change, modern FP&A is both exciting and challenging. It is exciting because it utilises better and more sophisticated tools than previously, can embrace automation and the incredible power of online collaboration. However, it is difficult because old finance management practices are still alive: they are inadequate for the modern world.
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By Randall Bolten, longtime Silicon Valley CFO, author of "Painting with Numbers: Presenting Financials and Other Numbers So People Will Understand You” and adjunct professor at U.C. Berkeley Extension.
Let’s take a look at some of the most messed-up, incomprehensible recent examples of quantation. Not surprisingly, all are graphs. But some come from sources that definitely should know better.
FP&A is a process of thinking and learning about how companies earn income and generate cash flows. In order for this process to be effective a bridge between planning and analysis is necessary. I learned about the importance of this bridge early in my professional life.
By FP&A suite, we shall understand here the different elements that are needed to manage a given business. Obviously, industry is a keep differentiator but how does this reflect in practice? What are the key elements that needs to be in the suite and on what basis shall it be customised?
The London FP&A Board was created on 19 September 2013 to guide the development and promotion of the best practices in FP&A. Since then, the boards were successfully established in 15 cities of 11 countries in Europe, the Middle East, Asia, Australia and the USA to identify and support new global trends, skill sets and thought leadership in corporate financial planning and analysis.
Zurich FP&A Board will gather on 8 February 2018 for the fifth time to dispute on the Beyond Budgeting Philosophy. The International FP&A Board was created on 19 September 2013 in London to guide the development and promotion of the best practices in FP&A. Since then, the Board chapters were successfully established in 15 cities of 11 countries in Europe, the Middle East, Asia, Australia and the USA to identify and support new global trends, skill sets and thought leadership in corporate financial planning and analysis.
The Amsterdam FP&A Board gathered on the 9th of November, 2017, to discuss the essential of FP&A Business Partnering.
On 12th October 2017, 22 senior finance practitioners from such companies as Ericsson, IDG (International Data Group), Lagardére Sports, MSD, Nutricia, Philips, Pirelli, Regus, Salesforce, Telia, Tieto, etc., gathered in Stockholm to interactively discuss why Driver-Based Planning matters for modern FP&A. The discussion was thought-provoking and interesting: many finance practitioners considering fully driver-based planning model, however, just a few organizations have them.
The demand for Financial Planning & Analytics (FP&A) thought leadership and best practice establishment is very high. In response to many requests from the UK professional community, the London FP&A Circle was established in July 2016. This is a vendor-agnostic educational and networking forum for passionate finance practitioners. It is a platform for the International FP&A Board to share its practical insights on the latest trends and developments in financial planning and analytics with the FP&A community of London city. So far the board discussions were held in 15 cities, 11 countries on 4 continents.
This Michael Page interview with Larysa Melnychuk, CEO and the founder of FP&A Trends and International FP&A Board gives an overview on the evolving role of modern Financial Planning and Analytics (FP&A) globally. The interview was given during Larysa's travel to APAC region for the FP&A Board meetings and reveals five factors that changing global FP&A