In a dynamic competitive environment efficient corporate planning becomes a critical success factor. But more than in operational processes, corporate planning is very hard to evaluate. How efficient is your planning? How do your planning processes compare to best-practices and to other companies? A new study in cooperation with a German university provides answers.
Way more than in operational processes, corporate planning is very hard to evaluate. What tells you that your planning is “good”? What does “good” even mean? And is that worth the money your company spends on it? A new study in cooperation with a German university provides answers.
Planning always means handling uncertainty. Organizations want to avoid uncertainty as good as possible, and they use planning as a means to achieve that. A frequent misunderstanding in doing so is that a more detailed planning automatically means a more accurate planning. The opposite can be the case.
Budgeting and Target-Setting have become a tradition in many companies, even though they can cause quite obvious negative side effects. Provocatively speaking, classical budgeting processes not only are very time-consuming and costly. They regularly force people to cheat.
With around 50 speakers from major international companies like Siemens, ThyssenKrupp, T-Systems, Bosch Rexroth or SAP, the Transformation World 2016 focused on digital business transformation. Stampa Partners lead the discussion on the impact of HANA on Business Intelligence Architectures.
The growing demand for forward-looking information will put a sharper focus on integrated corporate planning. Experience shows that the introduction of effective planning processes is a big challenge in many organizations.
