FP&A can be pivotal in helping educate non-financial managers and facilitating a better understanding of financial implications. The responsibility of FP&A is to provide insights into operations that ultimately do have financial implications. Similarly, operations should seek out the counsel of FP&A.

In this article, the author describes how the pandemic taught us to adapt and to react ‘on the fly’. The COVID pandemic was speeding up the adoption of digital technologies and was strongly transforming businesses in all industries, setting the trends for the future. The author outlines three phases of the pandemic and key lessons learned.

This article highlights the immense benefits of one of the important aspects of xP&A – an integrated workforce planning approach. In this article, the author also explains the challenges of a manual environment.

The human side of Change Management is often neglected. However, fast-paced environments still require leaders and their employees to adapt to this. In this article, Kristina Bow, Senior Director of FP&A at Landmark Health, outlines three fundamental leadership principles to ensure that Change Management goes as planned.

Recent innovations have completely transformed internal finance operations and, as a result, are changing the nature of the finance function of the future and the role that it will play in the broader financial landscape to become the custodian of performance.

To provide relevant business insights, FP&A need to act fast, adopt a business partnering mindset and leverage digital analytics. Five key pillars enable FP&A teams to shift from being a gatekeeper to an enabler.