Skip to main content
Home
The Online Resource for Modern FP&A Professionals
Please register to receive the latest FP&A news, updates and tips Login

Main menu

  • Home
  • FP&A Insights
    • FP&A Trends Digest
    • FP&A Trends Research
    • FP&A Trends Insight Paper
    • FP&A Trends Survey
    • Short Videos
    • Our Contributors
  • FP&A Events
    • International FP&A Board
    • FP&A Trends Webinars
    • Digital FP&A Circles
  • AI/ML Committee
    • Introduction
    • Members
    • Resources
    • Meetings
  • FP&A Tools
    • FP&A Trends Maturity Model
  • About Us
    • Company Policy
    • Privacy Policy
    • Editorial Guidelines
    • Our Ambassadors
    • Our Sponsors & Partners
    • Contact Us
image
IBP is Going Digital: The Why and How
April 1, 2020

By Nilly Essaides, Managing Director of Groups, Research & Insight at NeuGroup

FP&A Tags
Financial Planning and Analysis
Digital FP&A
Integrated FP&A
Extended Planning & Analysis (xP&A)

Economic uncertainty, intense competition, and continuous technological disruption present new challenges for companies and their FP&A teams. To survive and thrive, organisations must become “super agile,” i.e., make and execute decisions at market speed. This puts pressure on FP&A to rearchitect the enterprise planning process by integrating business and financial planning activities. 

Integrated business planning (IBP) is not a new concept. Yet it’s still hard to find organisations that have fully embraced it because their efforts have been hampered by the proliferation of legacy systems and data silos. IBP is characterised by aligned planning processes and calendars, full integration of cross-functional data, and cross-functional and business collaboration. In many organisations, sales and operations planning (S&OP) has evolved separately from financial planning. IBP’s goal is to merge the two and produce a holistic plan that considers overall growth and profitability objectives (see Fig. below). 

Identify an IBP Champion

When a company decides to integrate the two, a question arises: Who should be the ultimate owner of IBP, finance or the business? The S&OP process has typically been driven by business units, whereas financial planning is handled by FP&A, which leads annual and strategic planning, forecasting, performance management and business analysis. Some elements to help make a choice: 

  1. One of the issues many companies face is that their S&OP teams are not adept at translating supply and demand plans into monetary terms due to a lack of understanding about the financial drivers of each service or product. On the other hand, finance leaders may lack operational expertise. 
  2. Executives work under different planning horizons: S&OP runs on a monthly cadence, often with a short-term, quarter-end focus. In contrast, leading FP&A organisations forecast quarterly and take a much longer-term, rolling view (i.e., beyond year-end). 
  3. Finally, the two processes rely on different data and metrics. 

In practice, IBP frequently becomes a finance charter because FP&A is the centre for analysing corporate performance and has robust forecasting capabilities. To become an effective IBP leader, FP&A must not only expand its view but also adjust its processes to align them with those of S&OP functions. In addition, it must translate operational metrics into financial ones.

Leveraging New Technologies

For many years, even companies with robust operational and financial planning capabilities muddled through IBP using a patchwork of spreadsheets and manual labour. Today, finance is accelerating the adoption of smart automation solutions that can bridge functionality gaps and enable new capabilities, e.g., next-gen ERPs, RPA, cloud-based dedicated planning and analytics and data and visualisation solutions). FP&A can construct a robust technology platform that allows access to operational and financial data, harmonises KPI definitions and synchronises planning schedules. 

The Hackett Group’s 2020 Key Issues Study provides evidence of the finance function’s aggressive digitisation plans. Finance respondents projected: 

  • A 26% growth in the adoption of data visualisation tools 
  • A 24% rise in RPA deployment 
  • A 20% surge in next-generation, cloud-based core finance applications 
  • An 18% uptick in adoption of advanced analytics solutions 

Other contributors to the rapid maturation of IBP include the advent of new data management platforms and technologies, as well as the standardisation of master data. Until recently, different parts of the company kept different sets of data in isolated source systems. Data definitions and KPI calculations were incongruent, and data management governance models were decentralised. 

New master data management (MDM) tools are helping companies overcome this problem. In addition, the rising adoption of modern data-management platforms enables companies to create single repositories of real-time data more easily. Today, digitally-enabled organisations are implementing data architectures such as data lakes and data marts, which permit the fluid collection of data from multiple internal and external sources.

Three Steps for Digitising IBP 

The transition to an integrated business planning model does not happen overnight because it requires broad-based participation. Here are some critical steps for those considering adopting this best practice: 

  1. Obtain senior management buy-in IBP is an enterprise-wide initiative that requires new forms of collaboration among different parts of the organisation. It must be sponsored by senior management, which should fully understand the relevance and value of the process and commit to executing IBP-driven decisions.
  2. Just get started: It’s easy to delay the rollout of an initiative with such expansive consequences or to wait until the organisation adopts the “right” enabling technology. However, IBP is just as much about process and mindset as it is about systems. Even if spreadsheets still reign at the beginning of the integration process, there is much that companies can do to break down silos and synchronise planning processes. Holding off means losing time and opportunities for improvement.
  3. Leverage and integrate existing meetings when possible: An excessive number of meetings can overwhelm managers and make them less productive. Instead, take advantage of existing scheduled meetings and incorporate IBP into the agenda, making it integral to day-to-day operations. If finance is leading the process, the shift will require a change in its process management. It must join S&OP monthly planning meetings if it is to be effective in driving decisions.

Establishing an IBP process relies on the synchronisation of existing planning efforts. That means aligning calendars and devising a common taxonomy to bridge the gap between S&OP and financial planning. Once the processes are aligned, IBP leaders can turn their attention to improving process quality and accuracy.

The full text is available for registered users. Please register to view the rest of the article.
  • Log In
  • or
  • Register

Related articles

Improve Your Digital IQ
March 31, 2020

This blog discusses the importance of improving your digital IQ, a term used by PWC for...

Read more
Finance Transformation. What it takes to build a Digital Finance Function for 2020?
August 9, 2019

Ask anyone working in the finance field now, how much time you consume in some manual...

Read more
digital culture
How FP&A Can Help Organizations Embrace a More Data and Digital Driven Culture
November 3, 2020

Many organisations over the last few years have been drumming on the need to become more...

Read more
+

Subscribe to
FP&A Trends Digest

We will regularly update you on the latest trends and developments in FP&A. Take the opportunity to have articles written by finance thought leaders delivered directly to your inbox; watch compelling webinars; connect with like-minded professionals; and become a part of our global community.

Create new account

image

Event Calendar

Pagination

  • Previous
  • June 2025
  • Next
Su Mo Tu We Th Fr Sa
1
2
3
4
5
6
7
The Unseen Cultural Shifts: Practical AI Case Study
 
Data Mastery in FP&A: Sharper Analytics, Smarter Decisions
 
8
9
10
11
12
13
14
Making FP&A Teams Fit for the Future
 
15
16
17
18
19
20
21
From Insight to Impact: FP&A Business Partnering in Action
 
Unlocking FP&A Analytical Transformation
 
22
23
24
25
26
27
28
Transforming FP&A with AI: Maturity, Impact, and Future Roles
 
Modern Financial Planning and Analysis (FP&A): Latest Trends and Developments
 
29
30
1
2
3
4
5
 
 
 
 
 
All events for the year

Future Meetings

The FP&A Trends Webinar How AI is shaping the future of Financial Planning & Analysis (FP&A)
The FP&A Trends Webinar Transforming FP&A with AI: Maturity, Impact, and Future Roles

June 25, 2025

The Face-to-Face Sydney FP&A Board
The Face-to-Face Sydney FP&A Board Modern Financial Planning and Analysis (FP&A): Latest Trends and Developments

June 26, 2025

The Face-to-Face Singapore FP&A Board: Modern Financial Planning and Analysis (FP&A): Latest Trends and Developments
The Face-to-Face Singapore FP&A Board Modern Financial Planning and Analysis (FP&A): Latest Trends and Developments

July 8, 2025

Webinar: FP&A Trends Survey 2025
The FP&A Trends Webinar 2025 FP&A Trends Survey: Benchmarks, Priorities, and Best Practices

July 9, 2025

Face-to-Face Oslo FP&A Board
The Launch of the Oslo FP&A Board Modern Financial Planning and Analysis (FP&A): Latest Trends and Developments

September 16, 2025

AI/ML FP&A
AI/ML FP&A
Data and Analytics
Data & Analytics
FP&A Case Studies
FP&A Case Studies
FP&A Research
FP&A Research
General
General
Integrated FP&A
Integrated FP&A
People and Culture
People and Culture
Process
Process
Technology
Technology

Please register to receive the latest FP&A news, updates and tips.

info@fpa-trends.com​

              

Foot menu

  • FP&A Insights
  • FP&A Board
  • FP&A Videos

Footer countries

  • Amsterdam
  • Austin
  • Boston
  • Brisbane
  • Brussels
  • Chicago
  • Copenhagen
  • Dubai
  • Frankfurt
  • Geneva
  • Helsinki
  • Hong Kong
  • Houston
  • Kuala Lumpur
  • London Board
  • London (Circle)
  • Melbourne
  • Miami
  • Milan
  • Munich
  • New York
  • Paris
  • Perth
  • Riyadh
  • San Francisco
  • Seattle
  • Shanghai
  • Singapore
  • Stockholm
  • Sydney
  • Tokyo
  • Toronto
  • Washington D.C.
  • Zurich

Copyright © 2025 fpa-trends.com. All rights reserved.

0