The Controllership and FP&A are two separate components of the organisation. This article will highlight a couple of differences between the two.

Lately, I’ve noticed a significant uptick in the number of connections I have on LinkedIn who now list Strategic Finance as their primary job description.

Prediction is an important part of the work that FP&A practitioners do.  This work has many challenges.  One way to address these challenges is by minimizing the negative.

We are always working towards improving the quality of the FP&A Board meetings and would value your feedback.

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Managing a successful FP&A (Finance) department requires balancing the right blend of People, Processes and Technology.  Of course, this construct is nothing new, we’ve all heard this many times before.

Being a business partner will increase your scope and you will be more dependent on others. Learning to delegate, choosing the battles to fight for, saying no without compromising the relationship, continuing to expand your knowledge, surrounding yourself with the right people and supporting them would be the keys to success.

In this article, the author explores top 3 impacts of AI & ML on FP&A people, processes and value.

A budget is often a strategic anchor rather than a tool that facilitates effective decision making. Success in today’s world means innovative management models that release people from staffing bureaucracy and suffocating controls, and trusting them with information and empowering them to think, reflect, share, learn, and improve.

Bjarte Bogsnes, Senior Advisor Performance Framework at Statoil and Chairman at Beyond Budgeting Roundtable, shares how Statoil has embraced the Beyond Budgeting principles to develop an “Ambition to Action Model”. This model has allowed Statoil to completely redefine their performance management. The company developed their holistic performance evaluation programme and leveraged dynamic forecasting and resource allocation to eliminate traditional budgets and to empower event-driven decision-making process across the enterprise.

Business Partnering is what will make not only the FP&A team more successful but more importantly also improve the overall company performance. So, what’s stopping you from getting started right away?

In this article, I want to make the case for data-driven planning to describe the 7 key FP&A models that every organisation needs to plan, resource and monitor business performance. From a planning and review perspective, there are 7 key things that management needs to know about its business processes, each of which can be assessed in a range of analytical models.