In the world of financial planning and analysis (FP&A), it’s easy to assume that technical mastery is the key to staying ahead. And yet, many of today’s most effective FP&A professionals are defined not just by what they know, but by how they continue to learn.

The field is evolving fast. Finance teams are no longer passive record-keepers, they are expected to be proactive partners in strategic decision-making. That shift demands more than periodic upskilling. It requires a deliberate, forward-looking approach to professional development at both the individual and organisational level.

So, what does meaningful training and development look like in today’s FP&A environment? And how can companies and professionals ensure they’re not just keeping pace, but building true competitive advantage? That’s what we’ll tackle in this article.

Why training matters more now than ever

The remit of FP&A has expanded well beyond budgeting and forecasting. Today’s teams are expected to provide real-time insights, run complex scenario modelling, and act as interpreters between the language of finance and the needs of the business. 

This evolution is being driven by several factors:

• Technological transformation: From AI-assisted analytics to cloud-based planning platforms, the tools of the trade are evolving rapidly. New software capabilities create both opportunities and skill gaps. 

• Data complexity: Organisations are grappling with larger, more fragmented data sets than ever before. FP&A professionals must be equipped to extract, cleanse, and interpret data across multiple sources.

• Business demands: Stakeholders expect finance to provide not just historical analysis, but forward-looking guidance. That calls for storytelling, influencing, and strategic thinking, not just number-crunching.

Without ongoing development, even the most experienced professionals risk becoming obsolete. But with the right support, FP&A teams can become powerful agents of change.

The three dimensions of FP&A development

Training in FP&A isn’t just about learning how to use a new system or memorising accounting standards. True professional growth spans three interconnected areas:

1. Technical fluency

This is the foundation: an FP&A professional must be proficient in the tools and methodologies of financial planning.

That might include some or all of the following:

• Modelling and forecasting techniques

• Mastery of platforms like IBM Planning Analytics (TM1)

• Data visualisation and dashboarding

• Scripting languages (e.g., MDX, Python for automation)

• Integration with broader enterprise systems (ERP, CRM, etc.)

For organisations, this means investing in structured, role-specific training that evolves alongside the technology stack. It’s not enough to offer onboarding once and assume knowledge will stay current.

2. Business acumen

FP&A’s value lies in contextual decision support. A deep understanding of the business model, industry dynamics, and strategic priorities enables finance professionals to offer insights that matter.

Training here may include:

• Cross-functional rotations or shadowing opportunities

• Involvement in strategic planning cycles

• Internal workshops led by commercial or operational teams

• Case studies on competitors and markets

 This kind of development ensures finance is not operating in a vacuum, but truly partnering with the business.

3. Human and strategic skills

Soft skills are now non-negotiable requirements. Storytelling with data, stakeholder communication, influencing skills, and critical thinking are core competencies for the modern FP&A professional. 

Upskilling in these areas might involve:

• Presentation and communication coaching

• Scenario planning exercises and simulations

• Collaborative projects across departments

• Peer review and feedback structures

 Together, these three dimensions form the new baseline for excellence in FP&A.

Rethinking how companies approach development

Many finance leaders acknowledge the importance of training but fail to treat it as a strategic priority. Here’s how that mindset needs to shift: 

• From ad hoc to embedded. Development shouldn’t be a one-off event or a response to specific problems. It should be a continuous, integrated part of the work. Learning pathways need to be formalised, with clear milestones and expectations for each level of seniority. This includes both structured training (e.g., quarterly skills workshops) and informal opportunities (e.g., brown-bag sessions, peer mentoring). Learning needs to be visible, valued, and culturally normalised.

• From generic to role-specific. The FP&A function is made up of specialists with different responsibilities including financial analysts, systems developers, business partners, and team leads. A one-size-fits-all curriculum won’t work. Development should be tailored to the specific tools, contexts, and challenges of each role. For example, a business partner might benefit more from negotiation and storytelling training, while a modeller might need advanced scripting or data engineering skills.

• From reactive to proactive. Often, training is only prioritised when there’s a performance issue or system rollout. Instead, companies should be scanning the horizon so that they can identify emerging trends, tools, and threats. This then allows them to proactively build the capabilities they need ahead of time.

That includes carving out time in the calendar for proactive learning, even during busy planning periods, and using learning KPIs to measure progress.

What FP&A professionals can do to stay ahead 

Of course, individual professionals also bear responsibility for their development. The most effective finance talent take ownership of their learning, pursuing skills that keep them relevant, valuable, and adaptive.

Here are a few high-impact actions individuals can take:

• Curate a personal learning loop. Subscribe to high-quality content sources that stretch your thinking, whether it’s technical (e.g., advanced modelling techniques), strategic (e.g., CFO podcasts), or cross-functional (e.g., product management case studies). Make it a habit to regularly read, listen, or reflect.

• Get hands-on with new tools. When new systems are rolled out, volunteer to pilot or explore them early. Becoming a go-to resource for tool adoption can elevate your visibility and skillset. If your organisation uses IBM Planning Analytics, experiment with advanced TM1 functionalities, automation features, or integrations with tools like Power BI or Excel add-ins.

• Ask for feedback beyond finance. One of the fastest ways to grow is to solicit feedback from stakeholders you support. What do they need from you that they’re not getting? How do they perceive your role? This helps sharpen both your business impact and your communication skills.

• Set skill-based development goals. Rather than vague ambitions like “get better at presenting”, aim for tangible goals: “Present quarterly results to the marketing team and receive structured feedback” or “Complete an advanced TM1 scripting course by Q3”. Structured goals drive accountability and progress.

Creating a culture of continuous improvement 

Perhaps the most powerful investment an organisation can make in FP&A development isn’t a specific training programme, but a mindset: the belief that everyone, from junior analysts to senior finance leaders, can and should keep evolving.

That belief needs reinforcement through action:

• Managers need to role-model development by sharing their own learning journeys.

• Training budgets need to be protected even in tough financial periods.

• Teams should celebrate skill growth, not just performance results.

The payoff? A more agile, informed, and strategic FP&A team—one that doesn’t just report on change but helps shape it. 

At Apliqo, we’ve seen first-hand how capability-building in FP&A transforms the impact that our clients can have in their organisations. To find out more about how we can help, book a demo today.