Apliqo Einblicke: Vorstandssitzung in Melbourne FP&A

Apliqo - a Cubewise Company - ist stolz darauf, ein solch hochkarätiges Forum zu sponsern, auf dem die wichtigsten Herausforderungen von FP&A in Bezug auf Menschen, Prozesse, Technologie, analytics und Geschäftspartnerschaft diskutiert werden.

Ein großes Dankeschön geht an Larysa für die Schaffung einer so einzigartigen Gemeinschaft, die sich auf FP&A konzentriert, und die Möglichkeit für Apliqo, sich daran zu beteiligen.

Wir möchten einige der Erkenntnisse aus der Veranstaltung in kurzer, zusammengefasster Form weitergeben. Das Thema dieses Forums war "FP&A Analytical Transformation".

A short survey was done to understand the maturity in FP&A in Melbourne – here are the results, which are very similar to the results in Sydney:

Wie lange ist die durchschnittliche Dauer Ihres Budgetierungs- und Planungsprozesses in Monaten?

1 - 3 Monate4 - 6 MonateMehr als 6 Monate
14113
50.0 %39.3 %10.7 %

Wie lange ist die durchschnittliche Dauer Ihres Prognoseprozesses?

Weniger als 3 Tage3 - 7 TageMehr als 7 Tage
5815
17.9 %28.6 %53.5 %

The event continued with a short discussion (by table) on what the biggest analytical challenge in FP&A is. Below points provide a list of topics that were presented by the attendees (unweighted):

  • Accessing data from different systems and being able to manage quality is a major challenge
  • Too much data is making it hard to understand what is valuable and what not, while being able to use technology to use vaster data sources and volumes to understand key business drivers
  • Being able to create sensible customer and product profitability analysis
  • Integration between several systems and being able to consolidate the data, also faced with the challenge to connect old and new systems
  • Complexity of system environment and how to get it all together
  • Ability to build a costing model with proper allocations
  • Increase agility, speed and consistency of FP&A processes and output
  • Driving standardization, consistency and best-practices within international organizations
  • Trying to simplify FP&A processes without dumbing down models and being able to focus on what matters and is material
  • Skills in FP&A are moving from classical accounting towards analytics and business partnering

Die Zuhörer wurden gefragt, was die wichtigsten Trends bei FP&A sind. Die Antworten im Überblick:

  • Der Bedarf an mehr Agilität
  • Real-time dashboards, visualization and self-service analytics
  • Nicht nur das tools, sondern auch die richtigen Leute haben
  • Es geht um den Einblick, nicht nur um die Daten oder Berichte
  • Common threads, “flexible, dynamic, automatic, responsive, visual”
  • “Not just about planning, but finding the right drivers”
  • Zero-based budgeting has resurrected again and is seen as a new way to drive better performance

Seven people in audience had already started exploring Artificial Intelligence (AI) and Machine Learning (ML) as potential solution to drive efficiency in FP&A processes. We are keen to learn more about the outcomes of these initiatives next year!

Additionally to the FP&A Board maturity model definition of “Leading State” the audience added a few points as critical to achieve it, being:

  • Not running planning process on the basis of pure aspirational targets (which are set top-down by management and are used to drive compensation models) but to base it on realistic targets driven by data, insights and facts
  • This would allow organizations to abandum the budget process and move into a more forward looking, agile forecasting process led by internal and external factors
  • Drive collaboration cross-functionally allowing for better alignment and buy-in into commonly agreed plans that are shared transparently throughout the organization

Shaun Gatter – Head of FP&A at GM Holden (Australia and NZ) –  followed with his presentation on “Global FP&A transformation across General Motors”, where he presented the journey his organization is going through. GM Holden has set itself the goal to have an FP&A process that is:

  • Faster
  • Accurate
  • Less variance explanations and reconciliation
  • Less manual work
  • Enhance business’ analytical capabilities
  • Focusing on streamlining “CPR” – Close & Consolidation, Planning, Reporting
  • Aligning all processes and systems with best-practices

Subsequently the audience was split into four smaller groups to discuss the different aspects of analytical transformation.

Workshops für Gruppensitzungen

Im Folgenden werden die wichtigsten Punkte der Ergebnisse der Gruppe zur FP&A analytischen Transformation für Menschen, Prozesse, Technologie, analytics und Business Partnering aufgeführt:

Menschen

  • A new skillset is required in the new world of FP&A (more analytical, less accounting)
  • Man kann nicht einfach Buchhalter zu FP&A-Profis machen
  • FP&A Menschen brauchen einen "Sinn für Neugierde" - das ist eine wichtige Fähigkeit
  • Es geht mehr um die Einstellung, die Neugier und die Herangehensweise an analytics als um Qualifikationen
  • Take leadership on a journey

Prozess

  • Control ownership
  • Put a governance and control framework in place to guarantee quality and consistency
  • Understand business requirements and put them in place
  • Understand tools and technologies in order to understand what can and can’t be done
  • Understand drivers and build a model that connects them into one unified view

Technologie

  • Culture drives technological change from manual to automated systems
  • Search for automation where possible, necessary and sensible
  • Influence user to adopt technology and use analytical tools
  • People are more important than technology; technology is the enabler

Geschäftspartnerschaft

  • Free up FP&A staff from day-to-day repetitive tasks so they can focus on value-add
  • Clear communication with business language so business understands FP&A
  • Influence and gain respect by building trust and understanding real business problems and drivers
  • Understand “what’s in it for me” when talking to the business
  • Be transparent and understand business problems, as well as giving autonomy to the business
  • Train business in analytical skillsets and tools
  • Agreed upon common objectives between FP&A and business
  • But most importantly getting people, processes and technology right first

Sind Sie an der Teilnahme an Apliqo-Veranstaltungen interessiert? Sehen Sie sich unseren kommenden Webinar-Zeitplan an HIER!