Many companies measure their progress against annual objectives through profit and loss (P&L) reporting and a business performance measurement (BPM) tool. In many cases, this tool is a scorecard summarising the key P&L and balance sheet numbers. Is this enough?

Gartner forecasted that by 2024, 70% of new FP&A projects will become extended planning and analysis (xP&A) projects, expanding their scope beyond the finance domain into other areas of enterprise planning and analysis. What will happen to our traditional Controlling function? How xP&A is enhancing Corporate Performance Management? How can you get ready for this transition?

In this article, we will walk you through the practical examples and case studies from Hilti and Roche presented by our panellists, compelling discussions around the journey to more agile budgeting practices and the results of the four interactive polling questions.

New technologies are reducing back-office workload, giving FP&A the opportunity to be more involved in running the business. Degree of this involvement depends on the capacity of FP&A team and the organisational culture. 

An Enterprise Risk Management (ERM) framework takes into account both risk management as well as internal controls. This article explores why a good understanding of Risk & Control is important for Business Finance / FP&A.

This article explores to what extent both Lean and Six Sigma can be applicable to FP&A work. Are such techniques still relevant today? The answer is yes.