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Financial Planning And Analysis Consulting – CEOs of companies of all industries and sizes are facing disruptive changes caused by evolving business models, digital convergence, and volatile market conditions. The world is changing fast, and stakeholders are demanding more from finance and FP&A.
437 respondents across industries and regions indicated insufficient investment in FP&A. This highlights the importance of technology transformation to realize the full potential of the FP&A function, delivering added value to the business.
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Most organizations have not yet reached the goal of predictive and prescriptive analytics. While 73% of organizations have increased their investment in data and analytics over the past three years,
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Due to underinvestment, FP&A’s outdated data and technology landscape often results in ineffective decision-making, lack of collaboration with the business, and poor staff productivity. Common problems include:
COVID-19 is forcing businesses to accelerate digital adoption, and this unexpected pressure is driving targeted investment in planning and analytics capabilities.
Organizations are facing unique challenges due to the COVID-19 pandemic, and FP&A functions are under great pressure to synthesize the financial implications of a disruption, as well as predict the impact of operational and tactical decisions on their business.
Existing FP&A tools and processes are not fit for purpose, and teams are forced to deliver what-if solutions in cycle times that are measured in hours, not days or months.
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We believe that leveraging advanced technology is critical to making FP&A functions more agile—more responsive, insightful, and efficient—so the business can make better decisions.
By leveraging leading practices, informing the business through integrated tools that improve data quality and create new ways of working (e.g., remote work, low-pressure partnerships), FP&A will help businesses identify opportunities to create and achieve added value, and as an image and plans for the future with greater clarity than ever.
The world is changing rapidly, and stakeholders are looking to finance and FP&A teams to deliver more business value.
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You can withdraw your consent to the use of cookies at any time after entering the website by following the link in the privacy policy, which can be found at the bottom of each page of the website. How to change the Financial Planning and Analysis based (FP&A ) function adapting to changing business needs without affecting key decision-making principles?
The modern business environment is characterized by increased uncertainty, complexity and risk. CFOs and business leaders have long recognized the need to transform the FP&A function, but even change-driven organizations realize that traditional methods of process improvement are no longer sufficient.
A recent survey of 750 global financial leaders across three regions and 14 industries highlighted the challenges. Our findings showed that stakeholder expectations for the quality and speed of business analysis are increasing, but traditional FP&A methods and tools are not meeting these expectations.
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In the past, FP&A transformation programs have taken a siled approach with point solutions rather than addressing underlying data quality issues.
This band-aid approach brought risks, not opportunities. Despite the re-planning of the process and the use of point solutions, the result does not meet expectations.
Given the significant advances in technology, the FP&A function must fundamentally change the way it delivers its services today and beyond. The transformation will not only reimagine the FP&A operating model and reduce inefficiencies, but also look around the corner for the next wave of opportunities.
Two fundamental trends disrupting traditional decision-making are the rapid development of revolutionary FP&A technologies and the growing demand for multidimensional business insights.
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For example, to navigate this modern business environment, the FP&A function must create capabilities that include early warning signals. These predictive analytics systems can be used to predict business cycle risks and enable organizations to respond early.
3. Understand the operating model: Identify the changes that will be required to implement and operate digitally across the organization.
4. Plan for change: Align the current initiative with the new one, then plan the journey.
There is no option. Stakeholder expectations for the quality and speed of business analysis will only increase as digitization progresses. Conduct business in a very unstable and uncertain manner
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Environment, the FP&A function needs a digital hub to meet the needs not only of today, but also of tomorrow.
Mukesh Bhatt is an engagement director with a consulting practice specializing in financial transformation and strategic spending. Mukesh is a seasoned executive with a track record of driving operational efficiency and business model transformation. Prior to that, Mukesh worked with Accenture Strategy and Hewitt Associates.
Shipra Oberoi is an engagement manager in a consulting practice specializing in financial process transformation. Shipra has over 15 years of experience as a financial change, transition and implementation leader, with significant experience advising and due diligence in M&A functions, leading and managing large-scale financial delivery transactions and transitions.
A New Era in Finance: Watch CFOs Discuss Budget and AI in FP&A White Paper | August 17, 2022
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We are here to help! Tell us what you’re looking for and we’ll put you in touch with the right people. We specialize in FP&A recruiting consulting and data analysis. We incorporate business intelligence (BI) tools into the FP&A function.
Portfolio Advisory Partners focuses on recruiting (and consulting) for the financial planning and analysis (FP&A) function in various industries. Realizing that FP&A does not exist without the appropriate use of data and statistical tools for better data analysis and understanding is key to a truly strategic FP&A function. What is FP&A without data analysis?
We attract partners with excellent FP&A and data analytics skills. Because we are FP&A and data analytics experts ourselves (rather than just a general recruiting company), our candidates are custom-screened to match the unique needs of each position, separating the wheat from the chaff, saving valuable time for FP&A hiring managers.
Employers: Let us match you with the best FP&A professionals, from associate to CFO. Our clients benefit from the best hands in the industry. Email recruitment.pap@
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Staffing: Let us match you with the best FP&A and Data Analytics jobs in your industry. We consult directly with FP&A hiring managers (not just HR), so we only present positions that are actually available to fill. We are not a general job database. Until recently, FP&A was considered a back office/middle office function. However, some recent trends have been highlighted by FP&A:
Mysteriously, internal analytics is still largely focused on answering “what happened” and “why it happened” (descriptive and diagnostic). For many years, consulting practice has focused on predictive and prescriptive analytics (the old equilibrium pricing models); however, organizations are often unable to implement top-down strategies and recommendations.
With access to the primary sources of data needed for internal in-depth analysis, forward-thinking organizations try to apply consulting tools (old balanced scorecards, BCG matrices) to move the organization up the value ladder. While these efforts are often focused, intentional, and fully supported by the organization, they are not lacking because of a fundamental flaw in the value escalator perspective.
The difficulty in bridging the gap from reactive to proactive is due to the chasm that is often perceived. A gap is represented by a gap in technology, personnel, experience, information, data collection, and/or capitalization. To make sense of this chaos, we can break the Gartner Analytics value escalator into 3 main stages: reactive, iterative, and proactive.
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The reactive phase is well understood and processes are often governed by control principles and procedures. The movement between descriptive analytics and diagnostic analytics is smooth and natural. This phase is managed by management (controller, financial director, etc.) through individual participants (accountants, analysts). The firm usually builds a strong organization with good personnel to support these results.
The iterative phase is used by organizations that want to understand their business at a deeper level, often because of a lack of goals, exponential growth, additional funding, or low gross margins. The iterative phase is typically underfunded, often staffed by a single systems analyst, or funded by expanding the responsibilities of those managing the reactive phase.
In a standard financial organization, the proactive phase is usually owned by the senior management team (SLT), with analytical support from participants at all levels. Goals and objectives are set using experience supported by descriptive and diagnostic analytics, summarizing
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