Being a business partner requires a specific skillset. Furthermore, specific conditions should be in place to increase the chance of success. In the article, Anders Liu-Lindberg describes two main option for the implementation of the concept of FP&A Business Partnering.

The implementation of an Integrated Planning concept enables companies to achieve a competitive edge over their rivals which goes further than a reduction of administrative planning expenditure and creation of more time for analysis.

The world of financial planning and analysis has observed changes of such magnitude that they cannot be described by our traditional statistical and analytical models.

In this article, Niels van Hove argues that while effective integrated FP&A can thrive in the right company culture, the FP&A process itself can influence and shape that culture. He calls for FP&A leaders to articulate goals that include clear expectations on behaviours. Doing so will not only improve effectiveness but also enable FP&A to play an active role in improving employee attitudes and satisfaction.