The current COVID-19 disruption has led to a historical change requiring adaptability and increased visibility for CFO and the executive team. At the First Pan-Australian Digital FP&A Board, the panel of 7 high-profile speakers discussed how financial planning and analysis (FP&A) can adapt to the "New Normal".

In this article, I would like to summarise this insightful meeting filled with practical presentations, interactive polling questions and compelling discussions around the six facets of the “New Normal” FP&A.

Synergistic teams are built by understanding where people best fit into the team. The biggest drivers of productivity have always come when people have purpose and are allowed to be creative.

In this article, I share my thoughts on what is important to keep in mind when building effective FP&A teams in times of great challenges. 

FP&A has an impact on the organisational structure, enhanced by the possibilities of new technologies. Where previously companies are classified as having a centralised, decentralised or matrix structure, the future promises to be less clear, more diverse yet potentially very agile!

Rolling Forecasts  are an essential tool for financial planning and analysis (FP&A), with a potential to radically transform corporates’ traditional budgeting process. The London FP&A Board of senior practitioners’ most recent meeting focused on why Rolling Forecasts  are ideal for financial planning and analysis (FP&A) professionals.