3. DEFINITION OF FP&A
FP&A generally includes several discrete processes. While these systems can be
managed separately, their ownership requires a common skill set. This includes an
understanding of accounting, finance theory, data sources and definitions, modeling,
creative problem solving and the economics of the business. The processes typically
owned by FP&A include,
(a) Budgeting
(b) Forecasting
(c) Strategic Planning
(d) Management Reporting
(e) Financial Analysis
(f) Capital Planning
(g) Business Modeling (e.g., new ventures and investments).
4. INSUFFICIENCY OF THE CURRENT
STATE
Tradition FP&A operating models no longer fit the needs of the global digital
economy.
1. Accenture found that only 11% of companies are fully satisfied with their planning
capabilities
2. CFO Magazine found that 70% of companies were not able to see more than one
quarter ahead
3. New technologies and software tools can analyze numbers and scenarios, freeing
up human effort
5. In the VUCA World, FP&A
professional will have to assume
multi-functional roles…
6. RISK MANAGERS
FP&A with their business acumen and insights
are best suited to identify in time the risks
affecting the business, and possible mitigants
8. NEGOTIATORS OF CONTRACTS
In several cases FP&A are best equipped to
negotiate customer contracts given that they
have a financial view to every part piece of the
puzzle that modern contracting
10. IDEA DYNAMOS
As a true business partner, FP&A professionals
are the first and last stop to generate ideas
about real business problems and challenges
11. Zaheer Zaidi is a risk and strategy professional. He currently leads FP&A and
Commercials for North America operations at Genpact (NYSE: G). All views expressed
are his own. Follow him on Twitter: @zazaidi.