Carl Seidman is a trusted business advisor specializing in financial planning and analysis (FP&A), business strategy, and finance transformation. He coaches and advises FP&A professionals at Fortune 500 corporations and middle-market companies, helping establish best practices, processes and sustainable business models. At the same time, Carl brings finance professionals greater control over their careers by helping them build their skills while eliminating time-wasting activities and mistakes.
There’s no question that modern technology is disrupting industries across the board. We’ve been living in a digital revolution for the last few decades, and the recent pandemic served as a catalyst for enhanced technological innovation and disruption.
The short answer to the question “is FP&A a pathway to CFO” is YES. A recent Deloitte survey found that 47 percent of CFOs had at least some experience in FP&A before they landed their executive positions.
Many of us were raised on the idea that we should go to school, find a good job, stay there for a few decades, then blissfully transition to a leisurely retirement. Of course, anyone who’s spent time in the modern workforce knows that’s not how things work anymore.
What are the differences between business models used for (a) FP&A and corporate finance, and (b) investment banking and management consulting? A key intention for FP&A and corporate finance models is to build them flexibly and fluidly.
If businesses could solve the billion-dollar problem of: “we need to get the right information, in the right form, to the right people, at the right time, so that they can make the right decisions with a right degree of confidence and the right degree of precision”.
I feel we’ve turned a corner as a society, but just like I posted in early 2021, I don’t feel we’re completely in the clear. Many people are still thoroughly overwhelmed and I find it disappointing that we find ourselves in a constant state of uncertainty and flux.
How can better decisions be made in a constant state of uncertainty and flux? By not revering about the past and not referring to a historical reality as a normal to be restored.
Most inefficiencies and complexity in business aren’t so painful or so frustrating that people fix them; they’re also not so painful or so frustrating that they cause people to leave their situations.
What has always amazed me about business leaders is just how many of them don’t practice the strategies that most students learn in business school. I can’t count the number of times I’ve found myself saying aloud.
If you’re in business of any kind, you’re encompassed in the concept of leadership. There are countless books, courses, podcasts, keynote speeches, and headlines in every direction you look.