In this article, we explore practical steps, enablers, and risks of FP&A centralisation, from vision-setting and change management to technology, data, and talent.

In this article, the author explores how the evolution of dashboards and AI-powered business intelligence mirrors the car’s journey from the Model T to Tesla — and why data alone can’t steer your business without human judgment.

In this article we explore how finance teams are shifting from traditional forecasting to agile scenario-management — enabling them to plan multiple possible futures, respond faster to change and transform the role of FP&A from reactive to strategic.

In this article, senior finance leaders at the Boston FP&A Board explore how human–AI synergy is transforming FP&A, from generative and agentic AI adoption to the evolving skills and readiness shaping the next generation of finance.

In this article, we explore the complexities, advantages, risks, and models of FP&A centralisation, offering a roadmap toward a balanced hybrid approach.

In this article, the author explains how integrated modelling enables FP&A leaders to balance speed and precision, cut budgeting time by up to 80%, and build agile financial systems fit for today’s volatile environment.

In this article, FP&A leaders at the 10th Chicago FP&A Board share how predictive, driver-based, and AI-enabled planning can transform forecasting agility and decision-making in finance.

The Oslo FP&A Board was launched on the 16th of September 2025 as part of the global FP&A Board network — an educational and networking platform for senior finance professionals dedicated to shaping the future of modern FP&A.

Since its inception, the FP&A Board has united thousands of finance leaders worldwide — including CFOs, Finance Directors, and FP&A Heads from the most innovative organisations — to exchange insights and best practices that drive transformation in financial planning and analysis.

At the Oslo launch, senior finance professionals from leading companies such as OBOS, BNP Paribas, Sanofi, Norsk Hydro, Schibsted, and many others joined us to explore the latest trends, skills, and innovations redefining FP&A in the 21st century.

Together, we discussed how modern FP&A can elevate decision-making, enable cross-functional collaboration, and build future-ready finance teams in an increasingly complex business environment.

To everyone who has walked with us through these 150 issues — thank you for shaping a global dialogue on what FP&A can become. This issue brings together new research, tools, and insights to help FP&A move from reflection to reinvention.

In this article, you’ll discover how FP&A leaders can drive sustainable margin expansion by turning forecasting into shared ownership across the business.