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.

In this video, Luis Parra, Financial Executive - CFO (most recently with Scotiabank), speaks about what involves being a true Finance Business Partner and using external benchmarks and business drivers in the planning process.

In this article, the author describes how the pandemic taught us to adapt and to react ‘on the fly’. The COVID pandemic was speeding up the adoption of digital technologies and was strongly transforming businesses in all industries, setting the trends for the future. The author outlines three phases of the pandemic and key lessons learned.

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.