How can FP&A teams effectively navigate uncertainty and position themselves as strategic Business Partners? What tools and approaches are essential for creating planning agility and handling the vast amounts of data that organisations generate daily? And how can emerging technologies like Artificial Intelligence (AI) reshape traditional FP&A practices?

These questions lie at the heart of the discussion at the latest FP&A Trends webinar, “Inside the Crystal Ball: Top Trends Shaping FP&A in 2025 and Beyond”. This article explores the strategies, tools, and mindsets that empower FP&A professionals to not just survive but thrive in this challenging landscape.

Agile FP&A and Data Mastery

Anna Fastishevskaya, FD Commercial Operations EMEA at Eaton, focused on the challenges and opportunities of sales forecasting in today’s complex business environment. She began by highlighting the importance of addressing three key questions:

• Why do companies invest heavily in forecasting?
• What are the realities of the current environment?
• And how can businesses improve their predictive processes?

Anna emphasised that forecasting is essential for navigating financial fears, such as losing money or missing opportunities. She noted that trust is pivotal, pointing out recent research showing that trust is built on both human traits like reputation and ability-based traits like expertise.

She introduced the VUCA framework (volatility, uncertainty, complexity, and ambiguity) to describe the challenging environment in which forecasting occurs. Despite these obstacles, Anna suggested a dual approach: analysing historical data to identify patterns and leveraging future market trends to enhance forecast accuracy. However, she acknowledged issues like data fragmentation, rising complexity, and the fast-paced nature of business.

Figure 1

Anna proposed transforming VUCA into a positive model:

• vision (unifying data),
• understanding (focusing on key drivers),
• clarity (standardising data),
• and agility (responding quickly).

She concluded by advocating for data-driven decisions as the foundation for building trust and fostering strategic Business Partnerships.

How Agile Is Our Planning for Uncertainty?

During the webinar, participants were polled on how agile their companies are in planning for uncertainty. 61% reported using regularly updated Rolling Forecasts, indicating they are well-equipped to react to changes. Another 24% said they occasionally update forecasts when conditions shift, relying on internal or external triggers. A smaller portion, 12%, admitted struggling to respond quickly, typically adhering to a single annual plan. Only 3% of respondents claimed to have real-time data forecasting and Scenario Management, reflecting the highest level of preparedness for uncertainty.

Figure 2

Business Partnering and Agile FP&A

George Kolokotronis, FP&A Director at Sherweb, shared insights about the ongoing FP&A Transformation at his company, a privately run technology firm specialising in cloud solutions. Recognising low sophistication and a lack of best practices in FP&A after joining this company, George initiated a formal assessment of the function, identifying gaps in areas like people, processes, and technology. His vision focused on creating a value-added FP&A function, providing insights and intelligence to drive decision-making.

Figure 3

To implement this vision, George developed a strategy centred on five pillars:

• Planning processes,
• Financial reporting,
• Data analytics,
• Technology, and
• People development.

He emphasised automation, standardisation, and aligning objectives with employee feedback through the “Voice of the Employee” program. Desired impacts included improved decision-making, digital enablement, and a scalable FP&A structure.

George highlighted the importance of agility, enabling Sherweb to adapt to a dynamic business landscape. Despite being in the early stages of their transformation journey, significant progress has been achieved, with senior leaders embracing the changes. George concluded by expressing his commitment to advancing Sherweb’s FP&A maturity and his enthusiasm for sharing future progress.

What Is the Biggest Challenge for FP&A Teams?

During the webinar, attendees were also asked about the most significant challenges their FP&A teams face. The major challenge, cited by 46% of respondents, was data consistency and quality, highlighting the ongoing struggle to manage and align data effectively. Strategic Business Partnering ranked second with 22%, reflecting the complexity of integrating FP&A more deeply into decision-making processes. Real-time financial modelling was identified as a hurdle by 18% of participants, indicating a need for faster, more dynamic analysis. Finally, AI adoption was considered challenging by 14%, underscoring its emerging but still developing role in FP&A functions.

Figure 4

Agile FP&A and AI-Powered FP&A

Gregory Volpe, Product Marketing Director at Workday, underscored the growing importance of FP&A’s agility in navigating rapid changes in technology, economic uncertainty, and industry disruptions. Referencing a survey, he noted that 88% of executives consider agile planning tools critical, yet 73% of organisations still rely on manual processes and outdated technology.

Greg outlined three strategies for achieving greater agility. First, automating repetitive tasks, such as data collection and report generation, frees teams to focus on strategic activities. Second, adopting modern planning technology enables unified platforms, real-time data insights, and advanced capabilities like Artificial Intelligence (AI) and Machine Learning (ML). Finally, integrating AI into planning processes enhances efficiency and decision-making. For example, Predictive Forecasting uses historical and external data to improve accuracy, as demonstrated by companies like Team Car Care, which leverages weather data to optimise revenue and staffing.

Figure 5

Greg explained that AI offers significant value to FP&A, including improved user experiences, automation of tasks, and augmentation of decision-making processes. He highlighted the growing adoption of conversational AI, which simplifies data retrieval through natural language queries. Looking ahead, Greg predicted an acceleration in AI-driven tools, positioning FP&A teams to enhance collaboration, agility, and precision in decision-making in 2025.

Conclusions

To thrive in a world defined by uncertainty, FP&A professionals must transform discomfort into a catalyst for growth. As Anna Fastishevskaya highlighted, getting comfortable with being uncomfortable is not just a mindset but a necessity for navigating volatility, ambiguity, and rapid change. Modern tools such as agile planning, Rolling Forecasts, and driver-based models empower organisations to adapt swiftly, providing the flexibility to pivot strategies and make informed decisions even when the future is unclear.

AI accelerates this transformation, enabling FP&A teams to move beyond manual tasks and data wrangling to focus on delivering strategic value. By leveraging Predictive Analytics, automation, and advanced modelling capabilities, companies can elevate their FP&A from report generation to becoming trusted Business Partners.

To watch the full webinar recording, please check out this link.

We are grateful to Workday Adaptive Planning for sponsoring this webinar.