This article looks at the key concepts and definitions of both integrated and agile FP&A. Through the two case studies, we explore how to connect integrated FP&A from a finance view to deliver continuous and real-time planning through an operational and technology view.
Simone da Silva Collins
With 10+ years of industry experience in business partnering, Simone is currently Finance Business Partner in the UK for a financial services enterprise. She has been in both regional and corporate FP&A roles in telecoms, technology and insurance industries, supporting her partners in financial planning and analysis and business partnering. Together with other like-minded FP&A professionals around the world, Simone is engaged with Associated of Financial Professional (AFP) in job task analysis and item writing for the FP&A certification exams.
Simone is originally from Macau in SE Asia. She is a Fellow of ACCA, a certified FP&A and has an MBA from Manchester Business School.
Author's Articles
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.
Although there have been a large number of publications on the topic of strategy, only a small number of business leaders are confident that they can achieve 80% or more of their strategic goals. Why is this the case and how do we tackle this gap?
Is FP&A a generalist or a specialist? I believe it can be a mixture of both.