In this article, the author explains why AI/ML is not magic, even though some might think so. The interaction between the FP&A professionals and the AI/ML toolbox defines the success of the outcome. He also considers why FP&A professionals struggle with AI/ML.

The FP&A Business Partnering Maturity Model, developed by the International FP&A Board, evaluates an organisation's maturity in six dimensions of FP&A Business Partnering and enables them to create a transformation plan. By assessing their approach, knowledge, influence, skills, analytics, and technology, organisations can improve their FP&A capabilities and drive strategic decision-making.

Check out this new video where Garrett Dennie, VP Finance at Linde, outlines how Maslow hierarchy of needs met FP&A and several practical steps any organisation can take to achieve fully Integrated FP&A.

FP&A can be pivotal in helping educate non-financial managers and facilitating a better understanding of financial implications. The responsibility of FP&A is to provide insights into operations that ultimately do have financial implications. Similarly, operations should seek out the counsel of FP&A.

Global business has never experienced change at the scale and speed observed in recent years. FP&A teams need to be multi-skilled and multi-functional in this rapidly evolving environment. It allows them to develop new ‘playbooks’ to overcome challenging changes, taking on roles that are not typical for traditional management accounting.

Join the FP&A Trends webinar on the 28th of June to learn how to learn the key steps for successful FP&A Change Management.

Join the face-to-face Boston FP&A Board on June 15th to discuss and learn the FP&A Storytelling best practices.