Integrated Business Planning (IBP) is more valuable than ever – for both businesses overall but especially for Finance leaders. In a series of articles I will explain why Finance leaders should care about IBP.
Part I: How to plan for sustainable growth in a volatile world
Rapid change and growing complexity in the external environment is creating increasing challenges to building sustainable and profitable businesses. These challenges impact all operations but place particular pressure on business planning. Planning to drive strategic consistency whilst retaining the agility to respond rapidly to market dynamics is now a key requirement for organisations.
Integrated Business Planning (or IBP) has evolved over the last 10 years to become widely used and valued as a proven approach to enterprise-wide planning and is used by leading organizations across a range of industry sectors including Cisco, Heineken, Shell, Unilever, Nike, Akzo Nobel and Johnson & Johnson. The process has evolved significantly from its origins as a supply chain planning tool to an enterprise-wide approach which integrates performance management, financial planning and collaborative cross-functional working. This integration is a core feature of the IBP approach – using a single corporate process to create and monetize an enterprise-wide plan whilst also aligning operational and strategic planning.
Read more about why IBP is used at leading organisations to create robust yet agile plans which drive aligned and collaborative working across their businesses: http://ow.ly/lfFs30nY4uC
Part II: How to successfully deploy Integrated Business Planning (IBP)
Part III: Integrated Business Planning (IBP) as an enabler for finance business partnering
Part IV: Integrated Business Planning (IBP) – Building Future Finance Leaders
We would like to thank Neil James for his valuable contribution to this article.
