Many organisations these days have three separate plans: a strategic plan created by executives, a finance plan created by the FP&A team and a range of detailed operational plans created by individual departments. These plans have different owners, different terminology and, more importantly, different underlying assumptions. How to overcome this by working in silos and bringing these plans together?
FP&A teams all over the world are undergoing a major transformation via the Integrated FP&A model. Data is the fundamental building block for this transformation.
In times of uncertainty, the failings of systems and measures are brought sharply into focus. Managing profitability often requires a complete re-think of how an organisation plans and the supporting systems that can help sustain profits in both the short and long term. That’s the subject of this paper.
xP&A is more than an attempt to ‘fix’ the planning process. It is a complete transformation of the FP&A function to continually challenge the status quo, to educate, shape and influence management decisions on how the organization achieves its goals.
In this incredible business environment of high uncertainty and risk, many organisations have found themselves in the realm of “Unknown Unknowns".
So how we can plan for Unknown? How can we achieve flexible and dynamic Financial Planning and Analysis (FP&A) processes that support decision-making under uncertainty?
To respond to uncertainty and rapid change, we need agile decision-making. But organisational agility often faces a considerable barrier: unaligned top-down and bottom-up planning processes.
What is the formula for successful FP&A Integration?