The findings from this research provide insights in explaining the Strategy-Execution Gap and, more importantly, how to close the gap using modern FP&A techniques, processes, and technology.

Research for this paper focused on delving deeper into the most mature level – Level 5, Leading State. The purpose was to provide a road map for FP&A Intelligent Transformation that guides departments in how best they can serve their organisations.

Businesses need to adopt and integrate the right technologies while also ensuring senior finance leaders are directing and evolving the Office of Finance to be an essential function of the enterprise. We can refer to this idea as FP&A Maturity.

On September 15th, we were discussing how to achieve FP&A Intelligent Transformation with senior practitioners from SWAROVSKI, Moderna and Board International.

The webinar was based on our global research that is focused on the FP&A Board Maturity Model categories of Process, Data & Analytics, and Technology.

The key to developing a best-in-class FP&A organisation is reaching level 5 maturity is getting the basics right. In addition to having the right people on your team, you'll want to ensure they understand the basics properly and have prepared the environment for growth.

The FP&A maturity journey requires the organisation to develop across all the facets: Leadership, Functional Skills, Business Partnership and Collaboration, Process, Data and Analytics, and Technology.