Scenario management plays a vital role in a world of irrelevant budgets and inaccurate forecasts.

In recent years, organisations all over the world have been undergoing a rapid digital transformation. New tools and technologies are opening up the possibility of more collaborative business processes, including planning.

FP&A Storytelling has been one of the biggest trends in FP&A over the last few years as executives and C-level leaders want to know how their company is performing, what segments are performing well or not so well, and why so. 

Without a digital FP&A process supported by modern technology, finance leaders may find it nearly impossible to deliver on strategic goals. Digitizing FP&A speeds up data access and insights and fosters collaborative partnership between finance and operational leaders to respond to disruptions and deliver on overall business objectives.

The International FP&A Board now restarts face-to-face events, continuing our mission of learning the latest trends in FP&A through discussion and collaboration. The meeting of the Zurich FP&A Board will discuss what lessons the pandemic has taught us. 

The International FP&A Board now restarts face-to-face events, continuing our mission of learning the latest trends in FP&A through discussion and collaboration. The meeting of the Geneva FP&A Board will discuss what lessons the pandemic has taught us. 

In this issue, we explore whether Bogsnes’ words ring true. We have collected two insightful video case studies from KPMG and Danone; an article on the advantages of Beyond Budgeting over traditional approaches; and an article explaining how BB can turn one of the most despised business processes into one we can look forward to.

Danone is one of the largest multinationals in the world.

How does a company of this size and reach transform its approach to a core business process?

What lessons can we learn from Danone’s implementation of Rolling Forecast?

In this series of blogs, I will be looking at a number of areas that FP&A departments must address if they are to add value to the organisations they serve in this technology-driven age.  In this blog I’ll cover the reasons why change is essential.

In this incredible business environment of high uncertainty and risk, many organisations have found themselves in the realm of “Unknown Unknowns".

So how we can plan for Unknown? How can we achieve flexible and dynamic Financial Planning and Analysis (FP&A) processes that support decision-making under uncertainty?