8 Questions FP&A Leaders Should Ask Themselves
The FP&A landscape will continue to evolve in 2025 and years to come. Technology, market volatility, and shift in business priorities require us to adapt faster than ever.
To stay relevant and effective, FP&A leaders need to constantly evaluate FP&A processes, adapt to new challenges, and think ahead. The questions we ask ourselves today will shape the future and the role of our teams tomorrow.
Here are 8 critical questions every FP&A leader should reflect on to drive strategic value this year.
1. Does our FP&A function have global process owners to oversee end-to-end FP&A processes across functions, geographies, and business units?
In many organizations, FP&A processes remain fragmented, operating in silos across business units, geographies, and functions. We’ve all seen that: different teams, different regions, different ways of doing things.
The result? Inefficiencies, inconsistencies, and challenges in delivering clear, actionable insights to the C-suite.
To check the box on this one, ask yourself:
Have we appointed global process owners ensuring FP&A processes run smoothly and ensuring alignment and accountability across the organization?
Are these owners empowered to break down silos, standardize processes, and create a unified approach to planning, forecasting, and analysis?
Can our processes scale globally while allowing for local flexibility where needed?
If the answer is “NO”, here are some steps to take:
Appoint global process owners to oversee main FP&A processes and drive consistency across the function.
Standardize core FP&A processes: define clear, scalable methodologies for planning, forecasting, and analysis.
Create accountability: ensure business units and finance teams understand their roles in standardized FP&A processes.
Measure and adapt: assess process effectiveness regularly, gather feedback, and update your approach to keep up with changing business needs.
Having a global process owner isn’t just about structure or adding another title, it’s about creating the culture of consistency and driving process improvements, it’s about making sure FP&A is not reinventing the wheel in every business unit and it’s not a patchwork of local practices but represents a cohesive, strategic function.
2. How aligned are we with a business strategy? Is FP&A shaping strategy by providing actionable insights, or just reacting to it?
FP&A’s value lies in being the link between strategy and execution. But too often, FP&A teams find themselves reacting to decisions instead of shaping them. If we want to drive real impact, we need to be proactive partners in the strategic planning process.
To assess the alignment, ask yourself:
Are we involved early in the strategic planning process, providing data-driven insights to shape goals rather than just validating them later?
Do our forecasts and financial models truly reflect the priorities of the business strategy, or are we just plugging in assumptions without even questioning them?
Do we challenge assumptions or are we just plugging them in without questioning?
Do we review and adjust our plans and forecasts to reflect market shifts, competitive moves, or new business needs?
If the answer is “NO”, here are some steps to take:
Partner with business leaders: align every business initiative with strategic goals to drive impact.
Translate strategy into actionable metrics and set priorities: ensure financial models and KPIs directly connect to business priorities and go beyond financials.
Build reports and dashboards around strategic priorities: growth, efficiency, risk, etc., rather than just reporting traditional historical financials.
Challenge, don’t just validate: use data to question business assumptions before they are set in stone, highlight risks and opportunities, review assumptions regularly to validate whether they still hold.
Use what-if and scenario planning to prepare business for different outcomes and make the best decisions.
For FP&A being aligned with strategy means much more than just tracking results — it means influencing them. FP&A should move from reporting what already happened to proactively working with leadership on risks and opportunities, challenging and supporting strategic decisions.
3. Are we empowering decision-makers with the right data or just overloading them with reports?
Good decisions start with good data. But if reports are too numerous, too detailed, too slow, or too disconnected from business needs, they become noise instead of providing insights. FP&A’s job isn’t just to share numbers; it’s to make sure that the right people get the right information at the right time, and this will help them make better decisions.
So, to enable smart, fast decision-making, ask yourself:
Are we segmenting data and reports by relevance and audience?
Do we have tools and systems to deliver real-time, self-service access to key metrics or decision-making is slowed down by static reports that quickly become outdated?
Have we eliminated redundant or outdated reports that are no longer used, or could be consolidated?
Are we tracking report usage and measuring the impact of our data? Do we know what reports and data actually influence decisions? Do we regularly gather feedback to refine what we deliver?
If` the answer is “NO”, here are some steps to take:
Prioritize insights over volume: focus on what truly drives business decisions, not just what looks impressive in a dashboard or a report.
Tailor data/reports to the audience: provide strategic summaries for executives and deeper analysis for operational teams.
Simplify and declutter: get rid of redundant reports and metrics that are not relevant.
Enable self-service access: Invest in tools that allow leaders to access real-time data instead of waiting for static reports.
Track report usage: monitor which reports are used the most, gather feedback and refine based on it.
Empowering decision-makers with data isn’t just about producing accurate reports; it’s about providing clear, relevant, and actionable insights. If nobody reads your monthly 100-page report, should it exist? Cut it. This is as simple as that.
4. Are we truly influencing outcomes or just delivering numbers?
In the C-suite, numbers alone don’t shape the direction of the business. FP&A’s role is to be a trusted strategic advisor, offering insights and guidance that drive the business forward. But too often, we find ourselves on the sidelines, reporting data rather than actively influencing strategic decisions.
To become an influential voice in the C-suite, ask yourself:
Are we proactively presenting scenarios, risks, and opportunities to guide decision-making, rather than waiting to be asked?
Do we have a seat at the table during strategic discussions? Are our insights truly valued and acted upon?
Are our forecasts and recommendations aligned with broader business goals? Are we ensuring they drive measurable results?
If the answer is “NO”, here are some steps to take:
Be proactive, don’t wait to be asked: bring forward insights that leadership needs before they realize they need them.
Go beyond data and tell a story: translate financials into compelling narratives that highlight risks, opportunities, and are focused on strategic choices.
Challenge, don’t just report: use scenario modeling to push leadership to think beyond the obvious.
Track impact: measure how FP&A recommendations influence business outcomes.
To earn a critical voice in the C-suite, it’s not enough to provide data; we must connect the dots between financials and broader business goals. FP&A must move beyond the numbers to bring confidence, clarity, and strategic insights that resonate with a leadership team.
5. Are we automating repetitive tasks or just doing manual work harder than we need to?
FP&A teams are often stuck in a cycle of manual work: copy à paste à reconcile à update a report. With today’s progress and innovations, spending hours on routine tasks is no longer necessary. Automation isn’t just about technology or replacing people; it’s a strategic opportunity for FP&A teams to focus on more valuable work.
So, ask yourself:
Have we mapped out our current processes to identify bottlenecks and manual, repetitive tasks that can be automated?
Are we fully leveraging automation tools in reporting and forecasting?
Do we measure the impact of automation? Has it improved efficiency, reduced errors, decision-making?
Are we using freed-up time on strategic projects and higher-value insights, or just filling it with more reports?
If the answer is “NO”, here are some steps to take:
Identify pain points associated with manual work: review and map your processes to find manual repetitive tasks that slow down FP&A team.
Leverage technology: use automation tools in reporting, data consolidation, variance analysis, and forecasting.
Upskill your team: shift FP&A’s focus to strategic analysis and insights instead of spreadsheet management.
Measure efficiency gains: continuously track impact from automation and refine your processes.
A well-automated FP&A team doesn’t just work faster, it works smarter and thinks bigger. By getting rid of low-value, repetitive tasks, we create more time for business partnering, innovation and collaboration. If your FP&A team is still spending time on formatting spreadsheets instead of scenario planning and providing forward-looking insights, that’s certainly not the best way to use their talent.
6. Are we driving accountability across the business or just reporting the numbers?
FP&A’s job isn’t just to analyze or report financials; it’s to ensure those insights are turned into real action. But too often, FP&A owns the numbers while the rest of the business operates in silos. True accountability is achieved when financial goals aren’t just seen as "FP&A’s job" but as a shared responsibility across the organization.
To make this accountability happen, ask yourself:
Are our financial plans and forecasts integrated into performance management? Do we actively track execution?
Do we have regular cross-functional reviews to ensure alignment and shared ownership of financial outcomes?
Are we giving business leaders the right tools and insights to take responsibility for their financial results?
If the answer is “NO”, here are some steps to take:
Make financials actionable: ensure budgets and forecasts are based on real business drivers.
Encourage ownership across business departments: schedule regular business reviews where leaders own their financial performance.
Provide business teams with the right tools and insights: offer clear, relevant insights that help business leaders make informed decisions.
Challenge and support: push for accountability while acting as a partner in finding solutions.
When accountability becomes a shared mindset in the organization, FP&A’s role shifts from a controller to a strategic partner.
7. What’s our role in cost vs. growth optimization?
Balancing cost control with investments for future growth is never easy, especially in uncertain times. The challenge isn’t just about focusing on cutting costs; it’s about making sure those immediate savings don’t hinder future growth opportunities. FP&A needs to find the right equilibrium by providing clarity and insight that allows the business to thrive both now and in the long run.
To find this balance, ask yourself:
Are we conducting scenario analyses that outline the trade-offs between cost-cutting and investment in growth?
Are we helping the organization identify and prioritize “good costs” (those that drive growth) versus “bad costs” (those that don’t add value)?
Are we tracking ROI on key investments and adjusting strategies accordingly?
Are we guiding the business to make decisions that support both short-term efficiency and long-term success?
If the answer is “NO”, here are some steps to take:
Go beyond cost-cutting: focus on resource optimization, not just on reducing spend.
Define clear criteria to differentiate growth-driving expenses from inefficiencies: help the business recognize costs that add real value.
Measure and adjust: track ROI or other metrics and continuously optimize spending strategies.
Guide smart decision-making: advise leadership on balancing efficiency with future growth.
Navigating the balance between cost efficiency and growth isn’t just about cutting expenses; it’s about ensuring that every dollar spent supports the company’s long-term strategy. When FP&A provides strategic guidance on where to invest and where to cut, it brings confidence in decision-making—no matter how uncertain the future may seem.
8. What’s FP&A’s talent strategy and how future-ready are we?
The role of FP&A is changing fast. Keeping up and meeting today’s needs is no longer enough, we should stay ahead and be ready for tomorrow’s challenges. Hiring great talent is a good start start, but a strong FP&A talent strategy isn’t just about hiring. It’s about continuously developing the skills, mindset, and structure needed to drive the business forward.
To understand if your FP&A team is ready for the future, ask yourself:
Are we providing upskilling opportunities in such areas as advanced analytics, data visualization, and strategic communication?
Do we have the right mix of technical expertise and business acumen in our team?
Have we identified talent gaps in our team that could limit our ability to meet future business challenges?
Are we fostering a culture of innovation, agility, and continuous learning within our FP&A team?
If the answer is “NO”, here are some steps to take:
Create development programs designed to strengthen critical FP&A skills, for example, business storytelling and analytics.
Review hiring process to diversify team structures and blend financial expertise with data science and strategic thinking.
Encourage a learning culture through mentorship, rotation options and cross-functional projects.
Proactively address skill gaps by identifying future needs and aligning training with business priorities.
Navigating the future of FP&A isn’t just about basic technical expertise; it’s about building a team that can connect data to decisions, challenge the status quo, anticipate change, and drive strategic impact. The best FP&A teams will go beyond reporting the numbers; they’ll shape the company’s future.
Great FP&A leaders don’t have the right answers on hand, they start with asking the right questions. Challenging the way we operate, measuring the value we deliver, and adapting the role we play in the business is what keeps FP&A relevant and impactful.
By asking these questions, you can uncover opportunities to elevate the role of the FP&A function in the organization. So, go ahead, keep questioning, keep challenging, and keep pushing FP&A forward.