Article’s

Financial Planning and Analysis (FP&A) has moved from a compliance-oriented, backward-looking discipline into a forward-facing strategic capability, and nowhere is this shift more visible than in technology enterprises, where intangible assets, subscription-based revenue, rapid product cycles and volatile capital markets demand a different kind of finance function. This conceptual review traces that transformation across three dimensions: the structural drivers reshaping FP&A’s mandate, the digital and analytical tools enabling the shift, and the organizational practices that embed finance as a business partner rather than a scorekeeper. Drawing on foundational management-control theory, the resource-based view of the firm, and contemporary industry research, the paper argues that FP&A’s strategic value now rests on three interlocking capabilities: integrated planning that connects financial and operational data, analytically driven forecasting supported by automation and artificial intelligence, and continuous, KPI-based performance dialogue with the business. The review also examines the persistent obstacles to this transformation, including data fragmentation, talent gaps and governance risk, before outlining implications for finance leaders and directions for future research, including autonomous planning systems and the integration of non-financial and ESG metrics into core planning processes.