I hope to show the analytical power that is now available to the FP&A practitioner and how it can drive business change in a structured manner; a method that involves considerably less effort than I had to apply all those years ago.

In an ever-changing environment, dynamic and data-driven Scenario Planning is of critical importance. That means moving from traditional methods to an agile FP&A process, which can help organisations to navigate successfully through uncertainty.

FP&A must drive profitable business decisions. As companies increase investments in advanced analytics, CFOs and their FP&A leaders are well-positioned to provide precise forecasts and actionable insights to support quick and accurate decision making.

The modern FP&A role is evolving rapidly. We are moving from a traditional management accounting role to something much more multidisciplinary, with many new skills and knowledge required. This means that building a synergistic team is essential.

The highlight of this issue are three insightful case studies, which provide practical examples of successful team building at leading organisations. There is also an article from myself about the increasingly multidisciplinary nature of FP&A roles.