Integrated Financial Planning (IFP) and Integrated Business Planning (IBP) mean different things to different people. Primarily because there is no universal definition of what “fully integrated” processes entail. This article presents a maturity model to explain what it means and the capabilities that comprise it.
These notes were made during the 22nd meeting of the FP&A Board on 7th March 2019 in London. They are a mixture of comments made by attendees and thoughts of those who presented case studies.
In this blog we explain how companies can efficiently and accurately calculate their personnel requirements.
Many experts agree that IBP has a monthly check and balance with the budget and the strategic intentions of a business. Therefore, a well-executed IBP cycle will provide monthly visibility and measures progress against business objectives and strategy in the long-term horizon.
This article describes the four stages of Integrated Business Planning (IBP)
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.