In this article, the author speculates why it is the right time to rebrand the FP&A function. He suggests renaming FP&A into a BRAVO team and outlines the major prerequisites for such "branding".

In this article, the author outlines why the transition towards Integrated FP&A is necessary for organisations that want to be agile. He also suggests what to consider before moving towards this approach.

In this article, the author is trying to capture a few areas that might need a renewed focus from FP&A professionals in 2024. Focusing on these aspects will help FP&A leaders contribute to profitability and cash flow and truly enhance shareholders' expectations.

There’s no guarantee that current levels of volatility will subside anytime soon, and a majority of organisations are suffering from low planning agility that significantly hinders their ability to take advantage of opportunities or mitigate downside risks. This article reveals the importance of the human-machine learning loop for improving budgeting and forecasting processes.

In this video, Greta Hager, Head of FP&A at MassMutual, shares her practical insights on critical elements of Continuous Planning.

In this video, Dr. Ji-Hyun Hwang, Global Business Control, Large Corporates and Financial Institutions at SEB, shares her experience with Continuous Planning for Sustainable Development.