What are the best practices in building Driver-Based Financial models? How do we identify internal and external drivers, and use technology for integration and collaboration?

This digest includes a Gartner report on the role of xP&A in operational planning; an FP&A Trends white paper on Extended Planning and Analysis and business transformation; an article exploring how xP&A can liberate us from silo thinking; and a video case study of its implementation in a major company.

It wasn’t long ago that conversations in the FP&A community centred around driver-based planning.

Now, those at the forefront of the field have gone one step further. Extended Planning and Analysis (xP&A) marks a new era of planning, with major companies utilising it to impressive results.

In this video, we learn how A.P. Moller – Maersk Group made the transition from traditional budgeting to Rolling Forecasting.

The world is changing, the business environment is changing, and finance needs to re-imagine itself as well. ZBB mindset supports finance teams on this journey by pushing them to deeply understand the business and connect the dots, build relevant insights based on available data, and use a new set of skills to influence the future direction.

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 Frankfurt FP&A Board will discuss what lessons the pandemic has taught us. 

How to address FP&A challenges? At this webinar, we will discuss how we need to face new circumstances in the short and long term. 

Strategy execution means core competencies support a realistic strategy and that the plan can be achieved, on time, on budget, and with the intended results. In all honesty, there is no good strategy and failed execution. If an organisation is unaware of its core capabilities and limitations and moves forward anyway, the strategy is flawed.

The event was proudly sponsored by:

In times of uncertainty, the failings of systems and measures are brought sharply into focus. Managing profitability often requires a complete re-think of how an organisation plans and the supporting systems that can help sustain profits in both the short and long term. That’s the subject of this paper.