Driver-based planning is a key topic for any FP&A team today. But what is not always clear is just how driver-based planning is connected to requirements from stakeholders.

Best practices from mature technology businesses have stable recurring Rolling Forecasts based on momentum, executive buy-in and a solid understanding of the drivers in both revenues and costs. And those forecasts have defined processes to ensure the right level of risk is mitigated with the right action plans to drive success.  However, start-ups have a different focus: getting their product to market and ensuring there is a fit, or there is no business

For FP&A in today’s business climate, agile planning is basically the speed and flexibility with which organisations can make adjustments to what it wants to achieve.

Scenario management plays a vital role in a world of irrelevant budgets and inaccurate forecasts.

In recent years, organisations all over the world have been undergoing a rapid digital transformation. New tools and technologies are opening up the possibility of more collaborative business processes, including planning.

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?