Where should FP&A leaders invest when there are so many improvement opportunities and limited resources? This article provides a prioritisation framework to help FP&A leaders answer this question.

In this article, the author explains how to overcome the challenge of not spending enough time for true finance business partnering and driving real value creation. He also shares a case study of leveraging the FP&A Trends Maturity Model.

In this article, the author discusses how we can elevate the impact of FP&A within our organisations and outlines his practical learnings from a successful FP&A Transformation.

In this article, the author considers the essential skills finance professionals need to develop for digital transformation, emphasising the importance of data and technology adoption. He also shares some practical tips from his experience.

In this article, the author outlines why modern FP&A leaders have to embrace more technology-centric vision and reveals how we can do so.

In this video, Pieter van Loosbroek, Global Process Lead FP&A at The HEINEKEN Company, shares how they leverage the FP&A Trends Maturity Model to assess and elevate their FP&A capabilities. He also explains how they identify improvement areas, set ambitious goals and build a strategic roadmap, turning insights into action that enhances performance across the organisation.