FP&A People

FP&A Soft Skills: the Differentiator between a Good  and an Effective Business Partner

FP&A Soft Skills: the Differentiator between a Good  and an Effective Business Partner

--Kuala Lumpur, Malaysia

  • In this episode of the FP&A Trends Video Series Hyder Hasan, Global Finance Director at PureCircle and a member of the FP&A Board in Kuala Lumpur (Malaysia), shares his thoughts on the importance FP&A soft skills. The soft skills are the differentiating factor between a good business partner and an effective business partner. 

  • The core point which most of the finance people miss out in a Finance Business Partnering assignment is to take off their FINANCE HAT and wear their BUSINESS PARTNER’S HAT. In a Finance Business Partnering assignment finance people should not consider themselves as part of the Finance department, but part of their business partner’s department. Finance people should take their business partner’s agenda, as their own agenda and their business partner’s targets as their own targets.

Top Five Lessons for FP&A Professionals

By Chris Ortega, MBA, Sr. Finance Manager at Emarsys, USA

What ignited this article? I was talking with some upcoming college graduates from a similar background as myself. They were looking to go into corporate finance/financial planning & analysis (FP&A) after graduating from the Kelley School of Business at Indiana University. I shared with them lessons I learned from 10 years in the finance game. Why is this important to you?  In discussing with them and seeing their reaction/feedback it was clear others could see value in my perspective. 

So, here are my Top 5 lessons learned in the first 10 years of my professional career.

Igniting Performance as the CFO: Optimizing and Aligning the Employee Experience with the Customer Experience

By Ernie Humphrey, Treasury Thought Leader, Webinar Guru, Engaging Speaker 

The CEO walks into the CFO’s office and says, “You need to take more ownership of the customer experience and the professional development within and beyond your team.”

Even a few years’ ago many CFOs would have thought, and some still might think, is that the beginning of a joke?  CFOs are not known for superior soft skills or effective collaboration beyond the walls of Finance. However, the challenges and opportunities facing companies are ever evolving and complex, and as such the role of the CFO need to evolve in step for a company to deliver innovation and realize sustainable growth.  

Framing FP&A

By Karl Kern, Founder/President, Kern Analytics LLC

Framing is how situations are presented to people.  How situations are presented affect the decisions that people make.   Framing has a role in the work of FP&A practitioners.

FP&A practitioners can work through narrow frames.  Narrow frames can appear on income statements through revenues from specific products, executive salaries, and equipment depreciation.  Narrow frames can appear on balance sheets through work in process inventory, interest payable, and common stock.  Narrow frames provide an opportunity for FP&A practitioners to employ a bottom-up approach to their work. Employing this approach improves the ability to be precise in areas like financial plans.

Reinventing FP&A: The Essential Skill Sets

by Dr. Amarendra Kumar, General Manager of FP&A at  Pyramid Consulting

There is evidence that FP&A interest is growing fast. Each and every day, CFOs feel the pressure building on the finance function to contribute more to business success. Within the CFO’s organization, the responsibility for tracking, assessing and reporting corporate performance normally falls to the Financial Planning and Analysis (FP&A) group.

In reality, FP&A specializes in analyzing and planning for the future, wearing multiple hats and identifying various improvement strategies. A valued FP&A specialist is someone who has the ability to engage with and influence the full breadth of top management – not just CFO – ensuring they have the necessary information. The specialist will explain why the business needs to go towards x, y, z markets and not the a, b, c direction they were planning.

Dr. Amarendra Kumar is currently working in Pyramid IT Consulting Inc, as a General Manager (Finance) and heading profile of Financial Planning,   Analysis & Management Reporting.

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