There is evidence that FP&A interest is growing fast. Each and every day, CFOs feel the pressure building on the finance function to contribute more to business success. Within the CFO’s organization, the responsibility for tracking, assessing and reporting corporate performance normally falls to the Financial Planning and Analysis (FP&A) group.

Although it is becoming commonplace to refer to financial planning and analysis as FP&A, this is actually an American term and one that is still not widely used outside of the US. It is true that around the world, FP&A goes by many names.

How far can you go with improving your FP&A practices? This article reveals relationship between three important  factors for any FP&A frameworks:  the quality of data, business planning and analytcal tools and techniques. 

Have you thought of becoming an FP&A professional? When I was studying for my accounting qualification, I assumed I would become a traditional accountant. I did not know then how wrong this assumption would prove to be. This article gives an insight to my path in becoming an FP&A professional and short guide on how to become one.

By FP&A suite, we shall understand here the different elements that are needed to manage a given business. Obviously, industry is a keep differentiator but how does this reflect in practice? What are the key elements that needs to be in the suite and on what basis shall it be customised?

The Value Cycle is our approach at redefining FP&A’s role in the organization. To take a leadership position influencing the direction and outcome.  It is our role to help facilitate this process by taking the insight that we have generated and converting this into more long-term strategic thinking.