Each scenario has several different pathways and many different outcomes. How do you choose? What do you choose? How many iterations of good, better and best are acceptable?

The fourth meeting of the Boston FP&A Board was held on March 26, 2019. The purpose of the meeting was to discuss Integrated FP&A.

Any change should be carefully managed, but this is no easy task: research shows that only 30% of change programs are successful. So what if we could create a framework to help FP&A navigate a complex change?

For many organisations, the Strategy Gap is a major obstacle, preventing them from truly maximizing their Strategic Planning efforts and sustainably creating value.

Join the face-to-face Toronto FP&A Board on October 17th to discuss and learn the FP&A Storytelling best practices.

We decided to devote one of our digital circles to the subject of the Power of Driver-Based Planning and Forecasting and how organisations should implement it.

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.

Is planning a routine annual exercise or a flexible and dynamic FP&A process that drives value and supports decision-making under uncertainty? How to achieve the latter?

This article looks at the key concepts and definitions of both integrated and agile FP&A. Through the two case studies, we explore how to connect integrated FP&A from a finance view to deliver continuous and real-time planning through an operational and technology view.

To deal with the resulting uncertainty, FP&A teams have had to demonstrate agility and analytical rigour, as well as flexibility. The organisational disruption, impact on business performance and changing supply chain demands have required FP&A teams to respond with rapidly changing forecasts, budgets and investment plans.