This includes sessions from the conference: Financial Planning & Analysis Conference 2018
Our own Phileas Fogg of FP&A – Brian Kalish– will discuss his views on the current state of the FP&A profession and where he believes it is heading. Brian has had the good fortune to speak and work with thousands of FP&A professionals from all across the United States and around the world (47 states, 39 countries, 5 continents) to gain a uniquely in-depth understanding of the global status of the FP&A profession, what challenges the profession is facing worldwide, and how organizations are overcoming these challenges.
• The current state of the FP&A profession
• Where the discipline may be heading
• What FP&A 2050 may look like
FP&A leadership is evolving from a professional, personal and technology perspective. This session will help you learn from those on the front lines in FP&A leadership to provide their perspective, insights and learning while navigating their careers. Additionally, this session you will be able to ask your burning questions on how, when, what, and how these professionals were able to continue to progress their careers from multiple vantage points.
1. People, process and technology insights in how FP&A leadership has transformed and where it is going in the future
2. Ability to ask questions to help you understand how you can better navigate or begin your FP&A career
3. Understanding FP&A leadership best practices, knowledge, resource and other tools to help you accelerate your FP&A career.
This session will be interactive and include an engaging discussion around the current state across industries in terms of forecast processes. We will explore current benefits of a forecast, discuss current trends around technology, timing and degree of success.
Learning Objectives include:
• Benefits of current forecast processes
• Challenges and opportunities within current process and potential solutions to address
• Trends around automation and use of advanced technologies to perform forecast
• Insights and leading edge solutions for balancing timeliness and accuracySpeaker(s):
This session will provide an overview of Robotic Process Automation, including the journey to automation, challenges to overcome and experiences from automation projects. Attendees will gain a better understanding of Robotic Process Automation and be able to evaluate the potential applicability of that technology.
This session will focus on:
• Real life robotics trends in FP&A and more broadly across companies
• Lessons learned and things to look out for
• Change management aspect of migrating to this workforce model
Digital disruption is making current business models obsolete and organizations have no option but to leverage technology and data in order to transform or become a casualty. The Finance Function faces unprecedented challenges and must drive its own transformation agenda to adopt a new business model and help drive business transformation. Speakers will shares research and insights on the impact of technology on the Finance function of the future and the imperative for organizations to adopt a new operating model for finance.
• Understand the impact of technology on Finance and the future role of Finance.
• Apply the new Finance Operating Model for Modernizing Finance.
• Understand the Finance competencies required for the future.
The goal of this session is to provide insights into the impact AI & machine learning will have on people, processes and technologies in FP&A. Also, looking at some current technologies at a high level to review application in processes, teams and overall FP&A expansion.
This session will cover:
• Current Overview of AI & Machine Learning technologies
• Deeper understanding how AI & Machine Learning impact FP&A
• Advanced understanding on application of AI & Machine in Accounting/Finance
Sustainable development awareness and efforts continue to evolve on a global scale. The United Nations Sustainable Development Goals (UNSDGs) provide a global framework and businesses play a fundamental role in delivering viable strategies for achieving the Goals. As businesses set strategic plans with long-term objectives, financial management professionals are emerging as the new super heroes of sustainable development - what is your potential role in assessing risks, quantifying progress and ensuring added value?
Attendees will be given an overview of sustainable development topics, trends and emerging issues and the growing need for businesses to engage financial professionals in analyzing data, decision making and engaging stakeholders such as investors.
• Logical reasons for financial professional roles in ESG (Environmental Social Governance) information and analysis
• How does sustainable development apply to your business sector?
• Emerging trends, demands and opportunities
• Unique and valuable skill sets that financial management professionals bring to the table
• The United Nations Sustainable Development Goals (UNSDGs) and introduction to the CGMA/ AICPA publication: Creating a Sustainable Future: The Role of the Accountant in Implementing the SDGs
Good news/bad news. The economy has improved, but most organizations are fighting a global talent shortage for skilled, high performing employees. As there are multiple causes, in this presentation we will cover the challenge from multiple angles.
1. Finding and sourcing good people
We cover new methods for sourcing and screening the modern workforce, applying LEAN theory to talent issues. Some of the answers are counter-intuitive, others go beyond “best practices” to future-focused “Next practices”. Learning objectives for this segment include:
• Understanding the new definition of “High Performing” talent
• Using LEAN theory to align candidates with specific jobs
• How to adjust your existing hiring process to become a competitive advantage
2. Developing staff - Fixing Performance Management Using New Tools
Simply put, most employee development and performance management systems do not perform very well. The question is whether improvements can be achieved via relatively minor changes, major overhauls, or radical shifts in how managers think about managing performance. This segment of the presentation is focused on diagnosing the flaws in performance management systems, and how to implement new processes that get better results. Learning objectives for this segment include:
• The state of the art in performance management (pros and cons)
• How to diagnose the flaws in performance management systems
• Build an action plan to get better results
3. Keeping the good ones - Avoiding Turnover and improving engagement
In this segment, engagement is reviewed from several non-HR points of view. How does the COO think engagement lines up with LEAN theory and Six Sigma? How does the CFO think engagement pays off? How does the CEO think that engagement helps with the sustainability of the organization? This segment will offer three specific tactics to overcome the disconnects. Practical methods that will be reviewed include using advanced listening skills, reducing conflict through management training, and value-based hiring methods. Learning objectives include:
• How engagement impacts organizational operations
• Metrics that CFOs use to evaluate engagement, and what metrics will be used in the future
• When engagement is not the answer – business models that reward high turnover
• How to properly communicate the value of engagement with the C-Suite
The presentation has an overall theme of “Fixing the Shortage of Top Talent”, handled with three distinct segments with overlapping content.Speaker(s):
With 12 words, Seth Godin has captured one of the biggest, most frustrating and difficult-to-overcome challenges of our time: "We're so busy doing our jobs, we can't get any work done."
Until a clear return on investment is defined, many leaders fall back on the status quo, thinking we can dig ourselves out from the avalanche of busy-ness if we just work a little harder. But there are two problems with that line of thinking:
1. We'll never have less work to do. The problem isn't what we're doing; it's how we're doing it.
2. Instead of worrying about the ROI, we should focus on the RONI—the risk of not investing. Today, that risk is huge. Our competitors are working to become future ready. If we don't, we risk irrelevance at best…and extinction at worst.
1. Leveraging business process to drive productivity
2. Four cornerstones to productivity
3. Applying business process to simplify your business and create capacity
This session is a tactical approach to leading organizational change and developing effective business partnerships to achieve a common goal. The speaker will provide a step by step approach to take lead organizational change.
1. Cover ways to develop effective business relationships.
2. Discuss real life examples and lessons learned along the way.Speaker(s):