This chapter will recap key takeaways from this book and provide suggestions for accelerating improvements in Financial Planning & Analysis (FP&A).


Whether you have read this book from cover to cover or focused on topics of current interest to you and your organization, I offer the following summary of key points on transforming Financial Planning & Analysis (FP&A) and Performance Management (PM).

The current business and economic climates, as well as the pace of change, have significantly increased the need for effective FP&A and performance management. Most clients of these functions desire better analysis, advice, and service. Finance teams must rise to the occasion and improve the effectiveness of FP&A.

FP&A and performance management generally represent the areas of greatest potential impact for the finance organization.

Organizations should assess the current effectiveness of FP&A and develop a plan to implement best practices and other improvements. In Chapter 5, we introduced several tools, including a best practices assessment and client survey to identify improvement opportunities. Finance teams must develop or acquire skills and competencies to meet high expectations and needs of our clients.

Analytical works are incomplete and ineffective until they are presented and communicated to our clients. Spreadsheets are seldom the best communication tool. The ability to develop and present the findings ...

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