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).

In many companies, the processes and tools to manage profit and loss (P&L) are quite developed, but the cash flow is not always understood and does not always receive the same level of attention. What are the reasons for this and how can FP&A improve the situation?

Traditional FP&A activities are becoming increasingly standardised and automated. To cope with these trends, finance managers should take over the role of sparring partner in their organisation.

The CFO is commonly considered to be the sparring partner to the company CEO. Traditionally this implies a physical vicinity of the finance department to the CEO. However, during my career, I have found more and more finance organisations where remote working is prevalent. I can identify three models.

While the economic environment is getting increasingly volatile, processes and tools are not always available to support taking the right business decisions. This blog explores how to identify the right drivers to monitor and how to build flexible scenario templates.

Nearly all enterprises strive to significantly grow sales and income in their multiple-year business plan, yet not all of them will achieve this goal. This blog digs into the traps of the dream machine Long-Term-Planning (LTP) and how the FP&A function can support quantifying the expectations in a different way.