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?

Companies nowadays are looking at using specialised FP&A solutions to help improve the accuracy and efficiency of the forecasting process. Depending on the maturity of the FP&A function, we can roughly divide companies into three levels of maturity in terms of their use of specialised FP&A solutions.

Every month the Managing Director or Country Manager has to report the business results to the CEO or internal board. Depending on the corporate structure, there are different narrative reports, each with a different focus. This defines the role of Financial Planning and Analysis (FP&A) and the information that needs to be collected for future growth. Two opposite cases will make the same point.

In this article, we will move to the bottom line of P&L considering how finance can guide management in resource allocation and drive business profitability.