Companies nowadays are looking at using specialised FP&A solutions to help improve the accuracy and efficiency of the forecasting process. Depending on the maturity of the FP&A function, we can roughly divide companies into three levels of maturity in terms of their use of specialised FP&A solutions.

Now, more than ever, the FP&A profession stands to propel itself forward as the premier business partner for Commercial and Operational teams. While FP&A content trending today may center around technological advances, the focus herein will instead shift to the bedrock principle that defines the FP&A profession: striking the proper balance between analytical depth and high-level storytelling. 

The modern FP&A takes an exciting path of transformation to meet the demands of modern business operating in a highly uncertain environment. Changes in the FP&A framework are mainly driven by an increasing amount of data, innovations in technology and analytical methods. What will it involve getting to the leading stage of FP&A Maturity?
 

As technology keeps advancing, digitalising the FP&A function and integrating it across the organization is not out of the reach for any company. The successful companies of tomorrow will thrive by implementing data-driven and digital planning processes.

The Digital North American FP&A Board will be held on the 8th of June 2021 at 11:00 AM PDT to discuss The Art and Science of Digitized FP&A Business Partnering.

The CFO is commonly considered to be the sparring partner to the company CEO. Traditionally this implies a physical vicinity of the finance department to the CEO. However, during my career, I have found more and more finance organisations where remote working is prevalent. I can identify three models.

The digital event is proudly sponsored by:

FP&A Trends Group held another global webinar with over 430 participants joining from around the globe to discuss zero-based budgeting’s next evolution, zero-based financial planning & analysis (FP&A).

It is commonly agreed that the traditional budgeting process is time-consuming and costly. It rarely focuses on strategy and adds little value. Although traditional budgets have evolved over the years, they can hardly meet the challenges of the modern economic and business environment.

Although FP&A professionals are good at analyzing past events, past performance does not predict the future. How can we make forecasts more influential?