FP&A Trends Digest: Issue #64
Dear colleagues,
Today's environment of uncertainty and rapid change means the way we plan for the future must be more agile than ever. But how is this possible if our planning processes are unaligned?
Put simply, it isn’t. That is why we must turn to Integrated FP&A to thrive in this realm of ‘unknown unknowns’.
Integrated FP&A allows organisations to harmonise their top-down and bottom-up planning processes, across strategic, financial and operational levels. In this digest, you will find out exactly how Integrated FP&A achieves these goals.
We have collected an eBook exploring why we need to look beyond traditional planning approaches; an article on the strategic benefits of FP&A integration; a guide to Integrated Business Planning (IBP); an article on the impact of integration on a company's culture; and a video case study of Integrated FP&A.
I hope that this issue demonstrates that, in a changing world, we might just have to change the way we plan.
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Many organisations are realising their planning must be more agile and robust. For the Office of Finance, this involves looking beyond just finance data in an approach referred to as xP&A (Extended Planning & Analysis). This eBook explores the challenges of traditional planning and the benefits of extending its principles outside the finance domain with xP&A.
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By Manasi Ramanna
FP&A departments are able to track and manage financial plans. But can FP&A help manage the execution of a strategic plan? Is there value in integrating these two processes? In this article, Manasi explains how you can successfully execute a business strategy while meeting financial goals.
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By Nilly Essaides
Integrated business planning (IBP) is not a new concept. Yet it’s still hard to find organisations that have fully embraced it. So why is it hard to adopt the IBP process? Who should be the ultimate owner of IBP, and how can you digitise the process? Nilly Essaides answers all these questions in her article.
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By Niels Van Hove
While the right company culture can allow effective integrated FP&A to thrive, the FP&A process itself can also influence and shape that culture. Niels calls for FP&A leaders to articulate goals that include clear expectations on behaviours. Doing so will not only improve effectiveness, but also enable FP&A to play an active role in improving employee attitudes and satisfaction. Read this article to find out more.
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By William Howell
Why does an organisation need Integrated FP&A? It can bring benefits such as speed, agility and accuracy. In this 30-minute video, William Howell, Senior FP&A Manager at Honda (UK Manufacturing), gives a detailed explanation of the revolutionary integrated FP&A project that has been implemented in their company, and shares the results they achieved.
For more resources on Integrated FP&A, please click here.
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FP&A Trends Digital Events
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FP&A Trends digital events are vendor-agnostic and complimentary. If you are not able to join the live session, you can register to receive the recording later.
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In the current highly uncertain business environment, the Business Partner needs to be equipped with defined skills and competencies that bridge technical acumen, technology, and influence. The latest technological advances have enhanced and transformed FP&A frameworks. Register for this meeting to hear insights from senior practitioners and thought leaders about Maximising Value Creation with FP&A Business Partnering.
Did you know that FP&A Trends Survey 2021 respondents believe they should be spending at least 55% of their time on high-value activities, but, in practice, they spent only around 22% there? This situation has barely changed over the last five years. So, how can we reverse this trend? One of the solutions is putting the FP&A routine on autopilot to focus on important tasks. Join this webinar to learn more about how to maximise FP&A value through automation.
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