Irrespective of the industry you work in, I am sure all of you would have noticed a huge change in the way your business operates in the last decade. You may have seen competition from previously unforeseen competitors, your CIOs talking about new digital ways of doing business and the utter lack of ready talent in your teams to manage this new challenge.

Improving financial planning and analysis (FP&A) means investing in people and systems. It only takes three pages to design a process and identify new roles and responsibilities. This method is described in this article and has been used to introduce new financial processes and operational reports.

“If the rate of change on the outside exceeds the rate of change on the inside, the end is near.” (c) Jack Welch

As organisations continue to adapt to the world of "Unknown Unknowns", Financial Planning and Analysis (FP&A) has become increasingly more important. FP&A teams have to be agile and adapt quickly.

Changing consumer behaviours, supply chain shifts, and innovations in data analytics have pushed FP&A professionals to reconsider their approach to revenue planning processes. Those processes are both strategic and operational and require complete visibility on all data and drivers.

In this 7-minute presentation, Rodolphe Aubin argues that FP&A transformation should be seen as an opportunity to generate much more value for the business rather than a threat. What is the formula to successfully deploy intelligent FP&A?