By FP&A suite, we shall understand here the different elements that are needed to manage a given business. Obviously, industry is a keep differentiator but how does this reflect in practice? What are the key elements that needs to be in the suite and on what basis shall it be customised?

This Michael Page interview with Larysa Melnychuk, CEO and the founder of FP&A Trends and International FP&A Board gives an overview on the evolving role of modern Financial Planning and Analytics (FP&A) globally. The interview was given during Larysa's travel to APAC region for the FP&A Board meetings and reveals five factors that changing global FP&A

How should the role of chance influence the work of FP&A practitioners?  

Intentions may lead to results that were not intended.  There are times in which good intentions may lead to bad results or an idea that is designed to accomplish one task may succeed by performing a completely different task.  As a result, FP&A practitioners should recognize the role of chance in FP&A.

In a previous blog post, I mentioned that people who are highly sensitive to the lack of flexibility of traditional budgeting often see rolling forecasts as the answer. So, you might think, forecasts are like budgets but done more frequently – right?

The goal of financial management of maximizing shareholder wealth can be assessed through a variety of measurements.  What this variety of measurements may not assess is potential problems in relationships between businesses and stakeholders.  One way to assess potential problems with these relationships is to look for fractures. This article describes how to identify fractures through FP&A within three elements on the balance sheet.

There are so many ways to graph information, and many of them are not just labor-intensive, but cognitively ineffective. But even if you’ve chosen one of the more effective ways of graphing information, also remember that graphs work best when you’re trying to make a single, critically important point.