Data today is being created and consumed at an unprecedented scale. Data science is progressing even faster, further speeding up the rate of data creation and consumption. The companies that are the first to adopt the best practices will gain a significant advantage. The rest might just perish. 

One of the most important aspects of the FP&A role is to be able to provide insights by analysing the P&L. On the surface, P&Ls measure the profitability of the whole business and a lot of times FP&A professionals will look at P&Ls for the overall health of the organisation. 

If there is no financial planning, there is no financial control. Since financial planning and analysis (FP&A) is connected to all departments within a business, its fiduciary duty is to secure the realised value. There are three areas where the quality of financial planning can be leveraged to maintain this value.

Some people believe that Artificial Intelligence (AI) will eventually replace humans within FP&A. Thought leaders and experienced AI users feel that this is completely wrong. For AI to be effective, it needs to be combined with human intelligence (HI). 

Annual Operating Planning is an important activity in many organisations.  Some refer to it as budget season and every organisation has its own nomenclature such as AOP, OB, LRBP, etc. This article covers best practices for a successful planning season, explains what best-in-class organisations do to create a solid annual operating plan and answers three burning questions.

By gaining a deep understanding of the key performance drivers outside of finance, and by expanding its field of prescriptive action into all functions across the enterprise, FP&A can move the next level up and transform itself into an extended Finance & Analysis (xP&A) organisation. This article explores why many of us still think in silos and reasons why traditional business controlling should evolve into extended planning and analysis (xP&A).