APQC research shows that a growing number of financial executives have resolved that traditional approaches for managing business performance are no longer adequate.
As large organizations struggle to plan and execute growth strategy in an economic recovery that is hard to read, many are embracing a paradigm shift which, although not new conceptually, now stands a very good chance of changing the way businesses control and deploy resources.
The core concerns and challenges the FP&A professional tend to be flavored by this question: “How do I plan and implement financial planning and forecasting models that will keep tactical decisions in line with strategy and marketplace change?” These core concerns were showcased at The IE Group’s FP&A Summit, which convened in San Diego in February, 2011. A unique research alliance between APQC and The IE Group allows APQC to review a selection of presentations by FP&A leaders. Be sure to download The True Grit of FP&A Process Innovation, APQC’s white paper that sums up the most interesting presentations.
FP&A professionals from myriad industries shared their insights, war stories, models, and strategies for building an effective FP&A function. The talks ranged from “how to deliver precise financial forecasts” to “how to deliver sound decision support in the pursuit of sustainable, profitable growth.” There were several case studies on driver-based planning (enabled by integrated business systems and processes), the hot topic for FP&A executives in 2011. Also included are two presentations from The IE Group’s fall 2010 conference. They are included because APQC found they added practical value.