We’ve all heard the phrase, “Culture Eats Strategy”.  This quote often attributed to Peter Drucker is seared into the minds of many as the reason why Strategy often fails.   But for some reason, I’ve never been able to fully buy into this statement.  Am I alone in this thinking?

xP&A is extended planning and analysis, a term coined by Gartner to explain the technology that allows distributed inputs from the business units, algorithms and edge systems directly into the planning function. Information is dispersed, requiring a different set of skills to integrate the information. Here are five ways you can apply the structure of integrative intelligence to your xP&A process. 

Similar to a conductor of an orchestra, the finance team looks at all different functions, allowing some to grow faster at times but never taking eyes off other functions so that every function in the company always performs as one to achieve the best results possible.

FP&A teams are skilled at pulling data from various information systems, manipulating it, and gathering insights. Although FP&A plays a crucial role in supporting companies in becoming more intelligent, there is a lot to think about when getting ready for big data and the FP&A transformation journey. Below are a few things to consider. This list will continue to evolve as we all learn from each other. 

FP&A professionals need to be motivated and motivate others to trust and to make strategic decisions based on insights from the team. If trust is not yet established between you and your business partner, find the trigger that will make them believe in your analysis and the numbers behind them. 

“If the rate of change on the outside exceeds the rate of change on the inside, the end is near.” (c) Jack Welch

A recent FP&A Trends Webinar focused on how to master rolling forecasts and how they can revamp the way an organisation works. This article summarises this insightful meeting, interactive polling questions and compelling discussions.

FP&A is no longer just a reactive part of an organisation. It has now become a very proactive partner in the business planning process. The modern FP&A is responsible for running multiple scenarios to equip the business decision-makers with a rich data set.

There are a lot of trends in FP&A that are being discussed but not implemented. In this digest, we would like to focus on how you can transform knowledge into action. We will discuss why predictive analysis, despite all the benefits, is still not widely used and how FP&A can efficiently leverage technology.

Traditional FP&A activities are becoming increasingly standardised and automated. To cope with these trends, finance managers should take over the role of sparring partner in their organisation.