In anticipation of turning the pandemic corner, companies are contemplating the return to the office or some form of the “Next Normal” working model. So how will your FP&A team find optimal ways of working in this new and evolving landscape?
In the current highly uncertain business environment, an FP&A business partner needs to be equipped with defined skills and competencies that bridge technical acumen, technology, and influence. The organisation also has to evolve its model to allow the business partners to grow into a digitised FP&A business partner.
Organisations are operating in the world of ‘unknown unknowns’. As they strive to adapt, Financial Planning and Analysis (FP&A) has become increasingly important. FP&A teams must be agile and analytical. They have had to develop whole new ‘playbooks’ in order to overcome challenging changes, taking on roles that are not typical for traditional management accounting.
There are probably a lot of tips and learnings you have picked up as you went on your journey as a finance business partner, but you may still be up for some surprises from the list here.
The Digital German FP&A Board will be held online on the 5th of October from 5:00 PM to 6:30 PM CEST to explore how to build Winning Financial Planning and Analysis (FP&A) Teams.
What does winning as an FP&A Team mean? A common problem for the FP&A team occurs when the information provided is not used or valued in the decision-making process. Setting up the FP&A team correctly will help alleviate this problem and optimise your FP&A team’s influence. This article will examine how Gallagher has set up its FP&A team to win.