Fortunately, an increasing number of organisations have come to embrace what IFP&A can offer. These people ‘step outside the box' and create solutions that are both innovative and that help management to improve organisational performance.

The financial manager must accept that if the plan goes well and is considered excellent, credit goes to the boss. If it goes badly, then the no-decision manager blames the financial manager. The no-decision boss will present the plan as though it is their own and will never reveal that it was prepared by someone else.

2020 was a year of major disruptions for the business world. But whether your organisation suffered or thrived, the COVID-19 pandemic was a chance to add value to your business.

The organisation used to spend over 52 weeks on planning, but with an accuracy of only 92% -- low when compared with the resources allocated.

It is commonly agreed that the traditional budgeting process is time-consuming and costly. It rarely focuses on strategy and adds little value. Although traditional budgets have evolved over the years, they hardly meet the challenges of the modern economic and business environment. 

Corporate Performance Management (CPM) has long consisted in breaking the company’s strategy down into operational objectives and indicators, measuring the achievement of these objectives against operational entities' budget or forecast and take action on that basis. This approach was effective in a stable business environment, with slow and controlled changes.