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.

Watch this video from Anand Lakshminarayanan, Senior Vice President Revenue Management & Airline Partnerships of Emirates Airlines on how we can reset our revenue planning to make it agile enough to adapt to new trends.

It is very important to have well-established mechanisms for planning and budget control. So, managers can quickly correct the unit's tactical plan based on present market conditions, and faster it rolls up into the corporate's strategic plan. 

This paper covers the findings of our sixth annual FP&A Trends Survey, where we share the trends and challenges facing FP&A departments around the world. The survey was performed at a time where organisations were looking to recover from the pandemic when many were trying to figure out how to operate in a changed business world.

Driver-based planning is a key topic for any FP&A team today. But what is not always clear is just how driver-based planning is connected to requirements from stakeholders.

Best practices from mature technology businesses have stable recurring Rolling Forecasts based on momentum, executive buy-in and a solid understanding of the drivers in both revenues and costs. And those forecasts have defined processes to ensure the right level of risk is mitigated with the right action plans to drive success.  However, start-ups have a different focus: getting their product to market and ensuring there is a fit, or there is no business