Getting data-driven insights fast can be a significant competitive differentiator you can bring to your organisation. But when it comes to making the actual decisions that drive your forecasting and planning, the author would argue that you would be better served by building in a pause at this point. In this article, the author compares a game of golf with effective planning and decision-making, explaining why it is better to slow down sometimes.

In this short video, Gray Finney, Senior Manager FP&A at Dollar General, outlines how Dollar General Corporation developed a Dynamic Forecasting framework.

After a long hiatus related to the COVID-19 restrictions, the meetings of the International FP&A Board in Stockholm have finally been restarted. The first post-pandemic event was held on the 25th of April, 2023, in the beautiful Regus venue.

In this article, the author explores the five essential pillars of FP&A, demonstrating their importance in successful FP&A practices and outlining why these are necessary for managing organisational value.

Join our webinar on June 21st to discuss how we can digitise FP&A collaboration in a meaningful, impactful, and measured outcome.

The London FP&A Board met on 20 April 2023 for the 30th meeting since its establishment. The FP&A Board Members discussed practical considerations for effective FP&A Storytelling, focusing on the building blocks of the narrative, visualisation and data.

Our research paper explores the combination of PA with xP&A and how organisations are using this combination to transform their planning and forecasting processes to create a more analytical and harmonised approach.

In this blog series, the author provides a comprehensive approach to the design, construction, roll-out and maintenance of a modern driver-based planning solution. Here, he focuses on determining the decisions the model is to support and outlines why understanding the factors on which the decisions will be made is crucial.

In this article, the author explains why AI/ML is not magic, even though some might think so. The interaction between the FP&A professionals and the AI/ML toolbox defines the success of the outcome. He also considers why FP&A professionals struggle with AI/ML.

The FP&A Business Partnering Maturity Model, developed by the International FP&A Board, evaluates an organisation's maturity in six dimensions of FP&A Business Partnering and enables them to create a transformation plan. By assessing their approach, knowledge, influence, skills, analytics, and technology, organisations can improve their FP&A capabilities and drive strategic decision-making.