Unstable times are putting pressure on our planning process: we need to re-forecast more often to make timely and informed decisions, while at the same time we need to expand our forecasting horizons and look ahead. How can we achieve this?

To deal with the resulting uncertainty, FP&A teams have had to demonstrate agility and analytical rigour, as well as flexibility. The organisational disruption, impact on business performance and changing supply chain demands have required FP&A teams to respond with rapidly changing forecasts, budgets and investment plans. 

Zero Based Budget has seen a resurgence over the last few years, especially during the pandemic. As organisations feel the effect of the pandemic, they are turning more and more to using Zero-Based Budgeting (ZBB) to ensure survival.

The top 7 trends shaping FP&A today can be grouped into 3 key building blocks: Process, Technology, and People.

The building blocks are a 3-part recipe to create the perfect cake. Each part will help to curate a strong finance professional and a successful cross-functional FP&A team.

As organisations get to grips with data and technology, now more than ever, we see the emergence and the importance of FP&A Storytelling. So how can we apply analytics, visualisation and dashboards for better FP&A Storytelling and what are the dos and don’ts of FP&A Storytelling?

Many organisations these days have three separate plans: a strategic plan created by executives, a finance plan created by the FP&A team and a range of detailed operational plans created by individual departments. These plans have different owners, different terminology and, more importantly, different underlying assumptions. How to overcome this by working in silos and bringing these plans together?