Driver-Based Planning: Why is it So Important For Modern FP&A?

By Larysa Melnychuk, Managing Director at FP&A Trends group

The Driver-Based Planning concept is a hot subject in the FP&A world. Many organisations consider it for their planning purposes, however just a few have already implemented the fully driver-based planning model.

Why? Because it requires a complete re-thinking of how organisations plan and forecast. It works in analytical culture, where judgemental planning and forecasting practices are not accepted.

Is our corporate world ready for this mind shift?

The fourth Stockholm FP&A Board was debating on why driver-based planning matters for modern FP&A.

FP&A Analytical Transformation. Stockholm FP&A Board on how to achieve the leading stage

By Larysa Melnychuk, Managing Director at FP&A Trends group

The London FP&A Board was created on the 19th September 2013 to guide the development and promotion of best practices in financial planning and analysis (FP&A). In May 2016 we took our first, yet successful step in our international expansion plans by launching Stockholm FP&A Board. By the end of 2017, individual board chapters will have been established in 15 cities in Europe, the Middle East, Asia, the USA and Australia in order to identify and support new global trends, skillsets, and thought leadership in FP&A. 
On 26 April 2017 the FP&A Board gathered in Stockholm for the third time to interactively discuss one of the biggest challenges of moving Financial Planning and Analysis to the next level and undergoing the transformation that is long overdue. FP&A Analytical Transformation became the main focus of 20 senior finance practitioners’ attention from such companies as Baxter, CGI, Danone, Electrolux, Hitachi Data Systems, MSD, Tele2, Philips, etc.

The Stockholm FP&A Board Meeting on the 26th April 2017

The Stockholm FP&A Board meeting is proudly sponsored by:
Michael Page

The third meeting of the Stockholm FP&A Board will take place on Wednesday, 26th April 2017. The interactive discussion will be devoted to FP&A Analytical Transformation.



The CFO, and the FP&A (Business Control) function in particular, is now days being asked to do more with less. Increased complexity and turbulence in the global market landscape have caused a need for the core business to get more sophisticated support from the Finance function acting as a business partner. By deploying a next generation operating model for the FP&A function the following business benefits could be achieved:

  • Reduced FP&A headcount cost
  • Improved FP&A services and business support (more value added)
  • Simplified processes for business leaders

This session will include an overview of what the next generation operating model is about. There will also be a company case study presented. The company in the study was able to reduce the annual headcount cost of FP&A by 200 million USD and in the same time, they were able to strengthen the FP&A services and support for the core business.

Robert Bergström, a partner at Deloitte

Robert has 18 years of experience in management consulting and enterprise/business performance management and Finance transformations. Since June 2016, Robert is leading the Finance Transformation practice at Deloitte Sweden.

Previously Robert was a partner and co-founder of Executit ( Until February 2015 Robert was a managing director at Accenture and was the global lead for Enterprise Performance Management (EPM) within Accenture Strategy Capability Network. Robert was based in Singapore during 2011-2013 and was during those years leading Accenture ́s Finance & Enterprise Performance practice in South East Asia (ASEAN) and Accenture ́s EPM offering in Asia Pacific.

Robert has extensive experience in working with clients on their EPM Strategy development, Value- based Management and Finance/Business Transformation. Robert ́s experience spans across multiple industries and geographies.

Being recognized as a strong thought leader in the EPM field, Robert has over the years been an appreciated external speaker at various events. He has also conducted a number of research and been able to publish reports and articles worldwide. See LinkedIn profile for those publications.

Laurent Claes, head of FP&A at Richemont, which owns several of the world's leading Maisons in the field of luxury goods, with particular strengths in jewelry, luxury watches and writing instruments.

Laurent, 39, is responsible for the consolidated FP&A Reporting and Analysis of the company, as well as competitive analysis and benchmarking, both internal and external. Working with strongly independent Maisons, Laurent leads a core Corporate FP&A team that analyzes the marketplace and partners with the Maisons to identify opportunities to capture profitable growth. In this capacity, Laurent also coordinates the Forecast and Budget cylces and is on point to roll out and train the finance community on new Planning or Analytics tools.

Prior to that, he was Finance Manager International for Carefusion, a medical device company, responsible for financial forecasting, financial analysis and capital commitment planning. Laurent joined Carefusion after being on the management team for an ultimately doomed start-up and spend his formative FP&A years at Levi Strauss & Cie in Brussels and GE Capital in London. 

Laurent received his Master’s degree from Antwerp University and has studied in the US (Middlebury College) and Japan (Jochi Daigaku).

He is married with two children and lives in Geneva, Switzerland.