Does your organization’s strategy seem like a mystery or carefully guarded secret? Can it feel as if people's daily work doesn't relate to the direction where your business wants to go? Are people unable to access and understand your corporate goals easily? If you answered "Yes" to any of these scenarios, chances are that your organization is not as connected as it needs to be.

Similar to a conductor of an orchestra, the finance team looks at all different functions, allowing some to grow faster at times but never taking eyes off other functions so that every function in the company always performs as one to achieve the best results possible.

There is no doubt that 2020 has been one of the most disruptive years for all of us in many aspects of our professional and personal lives. In this article, I would like to discuss the new challenges in FP&A and how we need to face the new circumstances in the short and long term.

Although FP&A professionals are good at analyzing past events, past performance does not predict the future. How can we make forecasts more influential?

Every month the Managing Director or Country Manager has to report the business results to the CEO or internal board. Depending on the corporate structure, there are different narrative reports, each with a different focus. This defines the role of Financial Planning and Analysis (FP&A) and the information that needs to be collected for future growth. Two opposite cases will make the same point.

Decisions make or break a business. Planning is the decision-making process that defines your future business performance.