As organisations continue to adapt to the world of "Unknown Unknowns", the FP&A role has become increasingly more important. FP&A teams are quickly adapting and developing their new "playbooks" to prepare for the future.

Today, the volume of data is so large and complex, and the environment is so quick that Traditional FP&A can hardly cope. This is where Intelligent FP&A comes in to enable the fast, flexible and dynamic reaction to constantly changing market conditions.

If FP&A professionals previously thought we had a tough job, the new reality of a very different world after COVID-19 will make our previous issues seem like a walk in the park. Where should we focus our efforts, and how can we provide the businesses with the best ways to move forward?

 How are you handling this mayhem? To better understand how to manage it, in this practical guide, we will look into four major dimensions.

In this article, I would like to share some insights on why your FP&A analytical transformation might fail and how to avoid this. The article is based on more than 20 years of relevant experience transforming large organizations.

The image of a silo is one that is sealed off from its surroundings. It is insular and protected. In the organisation, this has tended to manifest itself in functional silos. Meaning Finance, HR, IT, R&D, Supply Chain, Marketing etc. It can, of course, apply broader to also divisions within an organisation or even regions / markets. How does this relate to Finance?