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)

One of the ways to achieve this is to go beyond Budgeting. Beyond Budgeting has been a hot topic in finance for a long time and unsurprisingly, it has become the subject of the 6th Geneva FP&A Board.

It was famously quoted by Bjarte Bogsnes from Statoil: “The main purpose of Beyond Budgeting is liberation from dictatorship, micromanagement, number worshipping, calendar periods, hierarchies, secrecy, stick and carrot”.

From 25th May 2018, all organisations that process data belonging to EU citizens must comply with GDPR (General Data Protection Regulation).

The General Data Protection Regulation (GDPR) gives you greater control over how your personal information is used and makes it quicker and easier for you to check and update the information we, and other organisations we work with, hold about you.

Inside this article are the bread and butter ratios of statement analysis. Some gauge effective use of assets. Some report the financial condition of the company. It is with these the ratios (relationships) where it all begins. What I am outlying here the very core of corporate finance statement analysis.

The International FP&A Board was created in London, UK, in 2013 to guide the development and promotion of the best practices in Financial Planning & Analytics (FP&A).

Many will still argue that target setting works. “What gets measured gets done”. Yes, targets do work. That is actually the problem. Managers hitting their target is, however, no guarantee whatsoever that this was their best possible performance, given the circumstances.

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 20th London FP&A Board will take place on 26th June 2018 to debate on a popular subject of FP&A Team Building.