In this article, long-time IKEA CFO Peter Thommen shares how Strategic Foresight transformed his leadership style and why today’s CFOs must become future-makers, not just forecasters.
Timo Wienefoet
Timo Wienefoet has 20 years of unique cross-functional experience centered around FP&A and technology. His academic background includes diplomas (M.Sc.) in Information Systems and Finance and teaching Business and Statistics in executive education.
Business roles included two successful exits as a founder, eight years management team responsibility for regional internal controlling & planning systems at Atos and four years Principal responsibility for the planning business in Continental Europe for kainos. As the first German speaking certified Corporate FP&A Professional his interest is especially on the people aspects of coordinating future performance.
He recently co-founded arq decisions – a business to connect organizational knowledge and skills to manage uncertainty.
Author's Articles
In this article, discover how Strategic Foresight enables FP&A leaders to navigate uncertainty, anticipate structural change, and drive resilient decision-making in a BANI world.
These are exciting times for finance. The promise of technology for a sneak peek into the future gives finance a crystal ball on where to steer resources today for an optimal utilization tomorrow. Can the Arabic proverb “he who knows the future lies even if he is proven correct” be overcome?
Future coordination is a brainer - not a no-brainer. Combining the Now and the Future requires a well-prepared FP&A team. AI as Robotic Process Automation (RPA) can support with the “no-brainers”. Looking ahead requires diligence and thinking time, which RPA can provide space for. Also, computer algorithms prescribe to keep exploring for future gains. This includes looking to the Arts and the Artificial Intelligence developments.
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