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.

The new rules and uncertainties of business require leaders in FP&A to be far more adaptable and agile in their strategic Capital Planning process. When capital is not managed effectively, organisations can easily miss their growth opportunities and increase their risk exposure significantly.

Connected Planning is an effective way to unify data, people, and plans on a single platform. Implemented correctly, it can help accelerate better business performance in the modern dynamic market conditions.