The topic of discussion at the International FP&A Board in San Francisco on the 19th of October, 2022, was ‘Moving from FP&A to Extended Planning and Analysis (xP&A)’. Although the concept is not new, it has not been an easy journey for most organisations.

The recent FP&A Board meeting brought together some strong leaders in the FP&A field to discuss key lessons learned from the pandemic and how the future is evolving for the FP&A function. The article describes the main insights of the FP&A Board.

The 9^th in-person Brussels FP&A Board met on the 11^th of May 2023 at the beautiful Spaces Manhattan Center in Brussels to discuss the evolution from Financial Planning and Analysis (FP&A) to Extended Planning and Analysis (xP&A).

The economic volatility of 2020 has revealed the shortcomings of the traditional FP&A process and the pressing need for transformation. In particular, conventional methods are no longer sufficient for budgeting, planning, and forecasting.

Thorsteinn Siglaugsson, a Logical Thinking Process Expert, shared a presentation titled "Expanding the use of AI in FP&A beyond quantitative analysis". 

The traditional budgeting process is time-consuming and costly, neglecting strategy and adding little value. Despite evolving over the years, traditional budgets hardly meet the challenges of the modern economic and business environment.

Those who follow developments in FP&A closely have proclaimed a New Age of Zero-Based Budgeting. So what exactly does this mean? What do organisations find so appealing about this alternative to traditional budgeting, and how can we best implement it?

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?