Best practices from mature technology businesses have stable recurring Rolling Forecasts based on momentum, executive buy-in and a solid understanding of the drivers in both revenues and costs. And those forecasts have defined processes to ensure the right level of risk is mitigated with the right action plans to drive success. However, start-ups have a different focus: getting their product to market and ensuring there is a fit, or there is no business
Strategy execution means core competencies support a realistic strategy and that the plan can be achieved, on time, on budget, and with the intended results. In all honesty, there is no good strategy and failed execution. If an organisation is unaware of its core capabilities and limitations and moves forward anyway, the strategy is flawed.
xP&A is more than an attempt to ‘fix’ the planning process. It is a complete transformation of the FP&A function to continually challenge the status quo, to educate, shape and influence management decisions on how the organization achieves its goals.
For many organisations, the Strategy Gap is a major obstacle, preventing them from truly maximizing their Strategic Planning efforts and sustainably creating value.
There are arguably two main reasons for the Strategy-Execution Gap. The first is obvious: too much focus on short-term profits. The second is less immediately noticeable, but perhaps more deep-rooted: improper allocation of resources.
In this paper, we will explore these different areas to explain what they are, how they have benefited other organisations and the steps an organisation can take in making the transition.