Assessing efficiency of businesses, projects and processes, the finance function does not always set an example in terms of best productivity. There is always a room for process optimization in which lean approach can help by focusing on value maximization while minimizing efforts.

Many finance and FP&A leaders are now facing transformational projects trying to find the future shape of the FP&A organization. Comparing FP&A performance metrics (qualitative and quantitative) against the peers and best practices can be very useful when assessing the current state of FP&A, creating a vision of the future state, finding the ways to enhance existing capabilities and identifying opportunities for improvement.