In 2019, FP&A Trends Group is planning a number of compelling webinars about best practices in modern FP&A. The first one in 2019 was devoted to an interesting subject — "FP&A Transformation through Effective Organisational Structure".

In Part 1 of this article, we explained the data challenges faced by FP&A as well as how the expectations of the FP&A user community has evolved through the generations. In this article, we will explain how the boundaries have changed and the implementation framework.

There have been two opposing forces at war in the UK for a while now.  Pulling the Accountagility Index (AAX) down is anxiety about Brexit, which is reaching fever pitch in the current febrile political climate. Keeping the score up on the other hand, is the surprising and reassuring underlying strength of the UK economy.

Any activity or business process executed in the various departments across the enterprise has an impact on the financials. At a macro level, the interaction of the Finance organization with the rest of the enterprise can be bucketed into three categories:

“Control” is an interesting word in the management vocabulary. It is a word many managers struggle with defining. Beyond “cost control”, most are quite vague when it comes to other definitions.

Advanced analytics is fast becoming a core enterprise competency. Organizations slow to develop it risk falling behind competitors. Companies need quick and reliable insight into the current and future performance of their processes as well as the evolving needs of customers. Advanced analytics is no longer the purview of companies like Google or Amazon. It’s a critical competitive differentiator.