Digital transformation has created new opportunities. It's possible to generate insight from more sources of data, faster than ever before. But technological advances have also increased competitive pressure. How can FP&A teams adapt to these challenges and redefine their role in modern business? How can FP&A remain relevant in an organisation where everyone is an analyst?

How do leading organisations in Australia and globally address the changing needs of Financial Planning and Analysis professionals? This article summarises key takeaways from the inaugural Brisbane FP&A Board.

A British retailer recently announced plans to close over a hundred stores. Could part of the problem be an FP&A group whose ideas are outdated?  The responsibility of FP&A extends far beyond forecasting and reporting financial numbers, to providing advice and insights into managing, nurturing, protecting and growing intangible assets such as customer and brand loyalty, as though they were tangible assets.

The leadership tussle between Boris Johnson and Jeremy Hunt is entering its final throes, but whoever wins will have a series of challenges to face; convincing new EU leaders that a no-deal Brexit is real, getting Parliament to acquiesce and accept that the UK is leaving on the 31st October; avoiding a General Election; and mobilising the nation behind the exit. His most important task, however, based on the opinions of industry leaders, is “the urgent need to restore confidence” in the economy and in political decision-making.