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Planning and Forecasting

Effective Corporate Performance Management. What are the Top 8 Business Measures?

by Michael Coveney, co-author of "Budgeting, Planning, and Forecasting in Uncertain Times"

In this article, the author reveals the top 8 measures for any performance management system.

In summary, don’t just choose any old measure because it’s available or use a measure because someone else is using it. Instead, choose measures because of the value it brings to the management of performance

Is your Planning System a ‘Measurement system’ or a ‘Management system’?

by Michael Coveney, co-author of "Budgeting, Planning, and Forecasting in Uncertain Times"

In short, performance management systems encompass performance measurement systems, but not the other way around. To achieve effective performance management, systems must possess sophisticated process control capabilities that constantly track organizational activities and invoke user involvement as required.

So do you have one? Is your planning system a ‘measurement system’ or a ‘management system’?

Swiss Post Case Study: How Beyond Budgeting Pushes Cultural Change towards Entrepreneurship

By Stefan Spiegel, CFO SBB Cargo AG, former Head Controlling of Retail Division of Swiss Post 2017

In the period from 2001 to 2006, the Retail division of Swiss Post transformed itself from a public service company into a business-driven sales organization. Crucial drivers of change were, on the one hand, the adaptation of the steering systems up to the final implementation of a "Beyond Budgeting" philosophy and, on the other hand, a humanistic attitude of management and finance department against all employees. The success was amazing: The division succeeded in increasing the sales of new retail products from 0 to over 400 million CHF, optimizing the bottom line by more than 100 million CHF or more than 5 percentage points and becoming the first state-owned company in Switzerland to win the EFQM- Award for Business Excellence.

FP&A: Learning to Love Risk

black SwanBy Steve Morlidge, Business Forecasting thought leader, author of "Future Ready: How to Master Business Forecasting" and  "The Little Book of Beyond Budgeting" 

If measurement – or the lack of it – is the biggest weakness in most forecasting processes, risk is the least well understood concept…mainly because it is something that we think we understand, but we don’t.

Hitting the Target but Missing the Point - Myths about Target Setting

By Bjarte Bogsnes, Vice President Performance Management Development at Statoil

The world of management is full of myths and rituals. Many seem to have been with us forever, often explained and justified as “we have always done it like this”. Some have a shorter history, often introduced because “everybody else is doing it”.

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