Integrated FP&A is not a new term. Most experienced FP&A professionals are probably already subconsciously doing it. Integrated FP&A promotes the idea of collaborative planning where finance professionals work with different parts of the organisation to create a holistic view and plan.

In this uncertain environment organisational agility often faces a huge barrier: unaligned top-down and bottom-up planning processes.

For many organisations, the Strategy Gap is a major obstacle that systematically prevents businesses from truly maximising their Strategic Planning efforts and sustainably creating value for their organisation. 

Digital North American FP&A Board will take place on 16 November 2021 to explore Integrated FP&A: Strategy, Steps and Examples.

By gaining a deep understanding of the key performance drivers outside of finance, and by expanding its field of prescriptive action into all functions across the enterprise, FP&A can move the next level up and transform itself into an extended Finance & Analysis (xP&A) organisation. This article explores why many of us still think in silos and reasons why traditional business controlling should evolve into extended planning and analysis (xP&A).

CEOs that are more strategically oriented and less numbers-oriented tend to want to partner with a CFO who has a strong command of the numbers. When that's not the case, and we have CEOs or leadership teams that are focused on their matrix, it can be challenging for the finance organisation. In the new article, Joao Almeida and Rich Feldman discuss some of the current challenges facing leaders in finance, and the role of capital planning in a time of increased uncertainty.