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?

The recent FP&A Trends webinar looked at the main challenges FP&A professionals are facing these days.

This article provides an overview of the topics and cases presented and discussed by the expert panellists at the webinar “Top Five FP&A Challenges and How to Address Them”, as well as the results of our polling questions. 

Many companies are getting back to the office (or never left), some have already decided to remain fully remote, yet others are trying out a hybrid mode. The only thing in common between them is no one is sure of the best set-up yet. 

Are we missing the opportunity to think broader and bolder? Could we use the learnings we gained so far with remote work to address a well-known problem: the lack of FP&A professionals in the job market?

Understanding new KPIs and drivers, their impact and how we can influence them has been a key priority for leading organisations. This, however, requires good understanding and implementation of Driver Based Planning, coupled with key business strategies.