As Einstein said, “In the middle of every difficulty lies opportunity.”  This survey we believe offers hope, insight, and a much-needed reality check on where FP&A is today.  It also forecasts what needs to happen for FP&A teams to develop their best practices from theory into reality. 

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).