First and foremost, Best-in-class FP&A is about agility. Accordingly, it specialises in the ability to orient planning activity around the needs and cycles of the products and services provided by the organisation. With a constant flow of urgent demands leaving little time to make changes, finance teams need practical advice on how to digitally transform FP&A.

The financial manager must accept that if the plan goes well and is considered excellent, credit goes to the boss. If it goes badly, then the no-decision manager blames the financial manager. The no-decision boss will present the plan as though it is their own and will never reveal that it was prepared by someone else.

In today’s dynamic world, the traditional budgeting process is increasingly outdated. But what if your organisation is still not ready to abandon it completely?

This paper, based on our interviews with 25 top FP&A practitioners and thought leaders along with case studies from the largest global network of FP&A people, captures the best practices and new ideas coming out of this fast-growing area.

While I was having a business meeting recently, I was asked to resume in simple terms: What is No-Code / Low-Code technology, and why should I consider it important for my business?

This digest collects our insightful content about FP&A’s digital transformation. It includes an article with key takeaways from the CFO research about the top digital initiatives; a piece on how and why Integrated Business Planning is going digital; two practical case studies from leading companies; and an invitation to complete our 2022 Empowerment Survey.

London FP&A Circle on 27 January explored Cash Flow Planning - Why the Traditional Profit-Driven Mindset Needs to Be Rethought.

Rolling Forecast held great promise when first introduced 20 years ago, but has a mixed track record on actually delivering on hoped-for improvements

2020 was a year of major disruptions for the business world. But whether your organisation suffered or thrived, the COVID-19 pandemic was a chance to add value to your business.

We can see five critical FP&A roles that are necessary to fulfil demands from the business and the wider environment: FP&A Architect, FP&A Analyst, FP&A Data Scientist, FP&A Storyteller, FP&A Influencer. Furthermore, there are some signs that point to the creation of two new positions that will greatly expand FP&A's total capabilities and influence.