The organisation used to spend over 52 weeks on planning, but with an accuracy of only 92% -- low when compared with the resources allocated.

Storytelling is a vital part of FP&A, helping practitioners to extract value from the data.

In an ever-changing environment, dynamic and data-driven Scenario Planning is of critical importance. That means moving from traditional methods to an agile FP&A process, which can help organisations to navigate successfully through uncertainty.

The CFO at Swiss Railway Freight Logistics (SBB Cargo AG) shares how his own company successfully implemented this agile alternative to traditional budgeting

Integrated FP&A involves harmonising the three levels of planning - Strategic, Financial and Operational levels. This is done both horizontally (cross-functional) and vertically (top-down and bottom-up), using integrated processes, people and platforms that connect all parts of the business. The case studies presented some real-world examples of implementing and applying integrated FP&A.

In this uncertain environment organisational agility often faces a huge barrier: unaligned top-down and bottom-up planning processes.