In the first part of this blog post series I explained why IBP is used at leading organisations to create robust plans which drive collaborative working across their businesses. Today, I will share insights on how to successfully deploy IBP.
Part II: How to successfully deploy Integrated Business Planning (IBP)
Over the last 10 years, Integrated Business Planning (IBP) has demonstrated its value in the creation and execution of enterprise-wide plans in an increasingly challenging environment. However, many organisations still struggle to deploy and sustain high-impact IBP in their business.
There is now considerable insight on the key success factors for the adoption of sustainable IBP and these go beyond the foundational requirements of sound process design, systems support and capability-building. The effective deployment of IBP also demands a thorough change management approach incorporating, for example, senior leadership sponsorship, a focus on cross-functional working and behavioural change. It is clear that cross-functional engagement and leadership of IBP deployment is also a key success factor. In particular, the role of the finance function is often decisive in supporting the transition to the fully-integrated business and financial planning approach offered by IBP.
Read more about key success factors for IBP deployment and how these are supported by the engagement and support of finance: http://ow.ly/wkke30nZHQq
Part I: How to plan for sustainable growth in a volatile world
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.
