The ever-increasing pace of change in the Financial  Planning & Analytics (FP&A) industry can, at times, seem overwhelming to practitioners. This has fuelled a growing demand for thought-leadership and the establishment and discussion of best practices.  In response to many requests from the UK professional community, the London FP&A Circle was established in July 2016.

So, you’re a C-suite executive, Vice President, Director, Manager, Senior, or Staff financial professional and a high potential and performance team member or members have left the company. The goal of this blog is to provide 5 success factors for retaining and building a FP&A dream team from the perspective of a high potential and performer millennial.

According to the research carried out by the Carnegie Institute of Technology, 85% of your financial success is due to your personality and ability to communicate.

For the fourth time, senior finance practitioners joined Dubai FP&A Board. 

When preparing the implementation of a planning and forecasting system I am often asked if we can just take the existing spreadsheet solution and squeeze this into the new system. Invariably my answer is: Yes, we can do this, but we should not. Why?

The first step in forecasting is to understand where we are today and how we arrived at that point from the past. This is gain through analysis and reporting. 

There’s been a steady move towards having more business partner roles in FP&A, similar to other support functions like IT and HR, but what does this all mean for FP&A?

According to research conducted by the Hackett Group, the market for robotic process automation (RPA) is real and growing. It has the potential to change the business process outsourcing (BPO) landscape, global business services (GBS) organizations, and broader business-specific processes. 

FP&A Trends Group is happy to announce the continuation of our global webinar project. We will finish the year with a very exciting subject — "Artificial Intelligence for FP&A". The 21st century FP&A is ready for complete analytical transformation.

Increasingly, managers are now looking to change the corporate planning process and replace the traditional annual budget with rolling forecasts, 12, 13 or 15 months ahead. What is the reason for this development?