Published: 18 July 2024
Despite improvement in supporting executive-level decisions, FP&A faces stiff competition for decision-maker mind share as D&A capabilities spread. Excellence as an FP&A leader requires turning financial planning and financial analysis into a discipline that all decision makers practice.
Over the last decade, financial planning and analysis (FP&A) leaders have evolved from being planning, budgeting and reporting process leaders to becoming the stewards of performance dashboarding and predictive analytics, making them a trusted hand to their CFOs, C-suite and senior business leaders.
The democratization of data and analytics (D&A) and the proliferation of specialist D&A groups throughout the firm risks crowding out FP&A leaders’ voices and their team’s insights by other, often less reliable sources.
The next frontier of FP&A requires FP&A leaders to extend beyond being a critical partner to the CFO and C-suite to fully embrace a
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