The future of IBP will be to plan across the whole value chain. A final step in IBP scope will be to understand and incorporate constraints to create a global view.

The cost of complexity can be significant – upwards of 5% of sales in global organizations. Forward-thinking FP&A leaders can play a significant role in realizing this value by leveraging technology innovations that support fully integrated P&PM processes.

The statistics reveal that 60%-90% of strategy implementations fail and only 14% of executives are satisfied with the execution of a strategy. Why do companies systematically fail to set meaningful and achievable targets that can help close the strategy gap? What should be the role of the FP&A in Strategic Planning?

In this article, Niels van Hove argues that while effective integrated FP&A can thrive in the right company culture, the FP&A process itself can influence and shape that culture. He calls for FP&A leaders to articulate goals that include clear expectations on behaviours. Doing so will not only improve effectiveness but also enable FP&A to play an active role in improving employee attitudes and satisfaction.

The statistics reveal that 60%-90% of strategy implementations fail and only 14% of executives are satisfied with the execution of a strategy. This article introduces a framework to assess your company’s strategy execution readiness, in order to align leaders around how to bridge your strategy to execution gaps. It also provides a free strategy execution checklist to assess your readiness.

Integrated Business Planning (IBP) is a coordinated approach to planning that is designed to achieve greater alignment between the Strategic, Financial and Operational levels within an organization. Since the birth of Enterprise Performance Management (EPM/CPM), Integrated Business Planning has always been touted as the ultimate “future state” environment that all organizations should aspire to.