The top 7 trends shaping FP&A today can be grouped into 3 key building blocks: Process, Technology, and People.

The building blocks are a 3-part recipe to create the perfect cake. Each part will help to curate a strong finance professional and a successful cross-functional FP&A team.

The cloud holds some exciting prospects for the development of cash flow planning. It will bring access to Machine Learning and Predictive Analytics on a scale previously only accessible to data scientists.

Research shows that only 30% of change programs are successful.

So what exactly can we expect to see in Financial Planning & Analysis (FP&A) in the coming years? This digest aims to provide some answers to that question. It is devoted to the top trends shaping FP&A in 2022 and beyond. Below, you will find an eBook and a short video presentation identifying the key factors changing FP&A today, along with three articles delving deeper into them.

In this uncertain, technology-driven world, surveys conducted by the FP&A Trends Group and not only have identified three trends shaping FP&A Technology in 2022: Predictive and Prescriptive Analytics, Driver Based Planning (DBP) and Integrated Analytic Platforms.

When COVID struck, we paused our face-to-face meetings in 27 cities of 16 countries worldwide. However, we did not stop researching, debating, analyzing, and examining best practices during the two years of the pandemic; instead, we moved our meetings online.

As organisations get to grips with data and technology, now more than ever, we see the emergence and the importance of FP&A Storytelling. So how can we apply analytics, visualisation and dashboards for better FP&A Storytelling and what are the dos and don’ts of FP&A Storytelling?

In this series of blogs, I am looking at areas where FP&A departments must improve if they are to support organisation decision-making in this technology-driven age. In this blog, I’ll cover the new staffing roles that are essential.

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 first meeting of the Houston FP&A Board will discuss what lessons the pandemic has taught us. 

Many organisations these days have three separate plans: a strategic plan created by executives, a finance plan created by the FP&A team and a range of detailed operational plans created by individual departments. These plans have different owners, different terminology and, more importantly, different underlying assumptions. How to overcome this by working in silos and bringing these plans together?