Providing decision support on product offerings in an online marketplaces environment requires digging deep on the granularity of the key business drivers to evaluate success. Using a method called “A/B testing” allows an FP&A leader to easily build a framework on key criteria to better understand the various behavioural impacts that consumers apply in different scenarios and to analyse their performance.

2021 has been the year of high uncertainty. But now that the year came to an end, we must ask the question: What are the top Financial Planning and Analysis trends to watch in 2022 and beyond?

The webinar on March 24th will take place to discover the Future of Business Modeling: Evolving From Excel to Integrated FP&A.

Continuous Planning replaces the traditional static and calendar-driven process. It is a dynamic and open-ended planning approach that responds to internal and external events as they occur. In addition, the use of technology facilitates planning agility and flexibility through real-time analytics and automation.

Staying abreast of all the developments in FP&A can be challenging. So, in this issue we have collected content spanning a range of hot topics in the field, amounting to a panorama of modern FP&A. There are articles on Diversity and Inclusion, the path to an FP&A career, and optimising digitalisation. There is also a short video exploring the relationship between FP&A and new technology.

The Digital UK & Ireland FP&A Board is proudly sponsored by:

In today’s volatile environment, standalone digital improvements are rarely enough. Increasingly, there is an accelerated need to truly combine human and technological capabilities.

In this paper, we will explore these different areas to explain what they are, how they have benefited other organisations and the steps an organisation can take in making the transition.

Artificial Intelligence (AI) is one of those terms surrounded in mystery and which promises a lot.  It’s also a term that is easy to misunderstand exactly what the promises are, particularly in reference to FP&A.

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?