This articles looks into the activities that took place during 10 months during one of my assignments and include several recommendations for anyone who is about to set up a brand-new FP&A department in a company in transition. 

FP&A challenges around leveraging better technology have been well documented but relatively little has been written about the environment that FP&A works within. How that can help FP&A have more impact?

The crisis has helped us adapt our strategies, confront our weaknesses and accept the inevitable truth. Finance and FP&A in particular need to be transformed. In this FP&A Trends Digest issue, we will look further into transforming a department into a value-adding function.

The COVID-19 pandemic forced companies of all sizes to scrap their business plans for 2020 and attempt to come up with new ones even though so much is unknown and changing so fast. This article covers top challenges currently facing companies during pandemic.

As a finance professional implementing an FP&A / CPM / EPM platform, you might face several challenges including end-user resistance. If your end-users are not adopting the software, you’re not getting full value from your investment.

FP&A, technology and best practices are in constant motion. One key item in your FP&A survival toolkit is having professional development and continuing education opportunities. This article will explore the tools, processes and other areas you need.

Anyone working in the FP&A space knows intermittent disruptions such as the COVID-19 epidemic are the just tip of the iceberg because, at some level or another, every business day is a ‘VUCA’ day and if you invest in building FP&A processes that prove their worth every working day then you’ll be better able to weather a crisis.  

The Digital UK & France FP&A Board will be held online on the 14 October 2020 from 4:00 PM to 5:30 PM BST. Join our experienced and international panel of experts to learn how to adapt FP&A to the "New Normal".

Just to have some fun I will take the position that some accountants and FP&A specialists are primitive Homo Accounticus. In the evolutionary ladder they can become bean growers. They can add value beyond just reporting to assisting their organization to gain insights and make better decisions.

True Business Partnering starts when the FP&A community fully owns the numbers, completely agrees with them, and publicly endorses them.