According to a McKinsey study, during the pandemic, about 50 percent of the companies in their research, "the outperformers", took advantage of the crisis, significantly increasing performance. At the same time, 50 percent saw no meaningful change. This article discusses what factors lead companies to outperformance and how Financial Planning and Analysis (FP&A) can help.

The International FP&A Board now restarts face-to-face events, continuing our mission of learning the latest trends in FP&A through discussion and collaboration. The meeting of the Dubai FP&A Board will discuss what lessons the pandemic has taught us. 

The recent FP&A Board meeting brought together some strong leaders in the FP&A field to discuss key lessons learned from the pandemic and how the future is evolving for the FP&A function. The article describes the main insights of the FP&A Board.

In this series of 9 blogs, we will be looking at a number of areas that FP&A departments must address if they are to add value to the organisations they serve in this technology-driven age. This blog covers the role of the FP&A Analyst.

In this issue, we would like to highlight the way that finance can work together with supply chain, treasury and strategic planning functions. We have included a research paper on the top benefits of finance-forward supply chain planning; an article about business partnering between FP&A and treasury; a discussion of the relationship between operations and strategy; and a video case study of connected and collaborative planning.

FP&A is expected to be more agile, more insight-oriented, and more data-driven. How can FP&A become a trusted business advisor and help organisations navigate through uncertainty? There are five things to keep in mind.

The Face-to-Face Chicago FP&A Board was held on June 7, 2022, to discuss the key lessons learned from the pandemic.

As FP&A leaders, we need to enable our teams to find time and opportunities to develop their ability to craft the story, create business relationships and be comfortable eliciting their feedback. It will take time, but it is time well spent.

The Face-to-Face Boston FP&A Board was held on June 21 to discuss the key lessons learned from the pandemic.

Everyone in FP&A agrees that agile planning and forecasting are essential in an environment of great uncertainty. FP&A agility is the ability to reforecast on demand. But how can we implement it?