Business Planning for the 21st Century

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Performance Management

 

The Planning Cycle

The requirement for accurate and timely forecasting of corporate results increases every day. Fuelled by the demands of the web-driven world for instant access to information, financial managers are expected to be able to predict the financial impact of each big decision – in days, or even hours.

The truth is often far removed – most management accountants still rely on a planning methodology designed in the early 20th century and a bewildering tower of spreadsheets. Long hours, questionable accuracy, and the ever-present danger of the spreadsheet tower collapsing under the strain, means that most financial managers dread the planning process.

Most organisations currently plan their businesses on an annual cycle structured around the financial year – top-down strategic planning by senior management starts about six months out, leading into the annual budget; a detailed bottom-up exercise designed to align proposed cost centre expenditure with the top-down plan for the coming year. Once the new year starts, and the first month’s actuals are in, the budget will start to be revised in a forecasting process that tends to be high-level, quarterly, and less structured than the annual budget.

Out of these three distinct planning activities, it is the annual budget process that leads to most dissatisfaction amongst all concerned, and consumes most time and money. Based on an outdated model of a command-and-control business structure, the process engenders mistrust between senior and middle management as both sides engage in a highly charged political battle to secure a lower or higher cost budget respectively for the year ahead. This battle can rage for months, distracting attention from external events and draining the energy of all involved.

Worst of all, the hard-fought budget outcome becomes redundant within a matter of months, being overtaken by back-of-an-envelope forecast calculations that are produced in a hurry by senior management, in response to changing market conditions or big new ideas. Often this forecast “process” is carried out without consulting cost centres, further undermining the morale of middle management.

The Aberdeen Report, based on a survey of 167 organisations, outlines the reasons for, and the benefits of a “beyond spreadsheets” approach to financial planning, budgeting and forecasting.

[Download the report]

Beyond the Spreadsheet Model

Speeding up and improving the planning process requires a revamp of the process and technology used to deliver it, and in particular the emphasis on the spreadsheet model, which has traditionally been the default toolset available for quick financial and operational planning.

For while spreadsheets are great personal productivity tools, they are not designed to be a multi-user, enterprise scale financial and operational planning application, and spreadsheets alone are no longer the answer with digital disruption having transformed the corporate landscape. Competition and convergence are ubiquitous, and businesses need tools that can rapidly evaluate trends and exploit data analytics to improve decision-making and drive corporate strategy.

Read how leading CFOs are navigating the chaos and steering their organisations to profitable growth: Redefining Performance: Insights from the Global C-suite study – The CFO perspective

Operational efficiency, accuracy and agility are vital to compete in today’s age of disruption and cannot be achieved by spreadsheets alone. In fact, the technical solution requires a robust multi-dimensional data (and metadata) repository, which has workflow to enable multi-user collaboration, as well as the capability to make continual changes to the models being deployed.

Effective Demand forecasting requires the agility to predict changes to customer demand based on internal as well as external data and make decisions that can help optimise supply chain. Integrating demand planning, supply chain planning and financial planning as an Integrated Operational Planning solution is the optimal solution though this often requires detailed redesign of the underlying planning processes to streamline and integrate decision making but does offer very considerable benefits and savings to those organisations who invest the time and effort.

This is where IBM’s and Anaplan’s Business Analytics software comes in to play, particularly:

IBM Cognos TM1
The global leader in budgeting tools

IBM Cognos Express
TM1 for the mid-market

Cognos Disclosure Management
For collaborative reporting

See the capability of IBM Cognos TM1 | Register for a demonstration

Anaplan
For collaborative financial and operational planning

See the capability of Anaplan | Register for a demonstration 

PMsquare | Your Budgeting and Forecasting Experts

Getting the right tool is one thing, but the success of your project will depend on the people you engage to help.

PMsquare has the largest team of budgeting and forecasting consultants in the Asia Pacific region, with specialists in each of our offices and over 50 certifications in IBM’s Finance and Operational Performance Management product group alone.¬†

With our best-practice methodology and the diverse talent amongst our team, PMsquare also offer:

Tried and tested project methodology
Tailored training and workshops to maximise your investment
Comprehensive post go-live support
If you would like to discuss your business or technical requirements, and to hear how we have helped other Companies