Real-time reporting. It’s an expression thrown around a lot; “We would like real-time reporting”. ‘Real-time’ means different things to different organisations, and is dependent upon what time period is material.
Real-time reporting. It’s an expression thrown around a lot; “We would like real-time reporting”. ‘Real-time’ means different things to different organisations, and is dependent upon what time period is material.
The good old 80/20 rule: 20% of what we do produces 80% of our outcomes. In a business context then, it is critical that the 20% effort is right; that
When teams within an organisation operate in siloes, the effects can be detrimental to the business. It results in gaps, inefficiencies, and lost productivity. Substantial effort is put in to
After many years in consulting, I am still surprised to find that even organisations with sophisticated transactional forecasting and supply chain capabilities still rely on spreadsheets for their final mile
Many businesses are either still in their annual budgeting process, or have just finished and are taking a breath. It is often a long, arduous and heavily manual process, typically
Great to attend the recent Akolade 2nd Annual Integrated Business Planning Summit in Sydney. A fantastic mix of content and presentations and many takeaways. I had many highlights, too many
Rolling planning should be the mandatory state for every business. This blog isn’t to advocate the benefits of rolling planning over a single annual plan and its narrow lookout towards
Decision-making processes are key to your success. They direct resources, mitigate risk and exploit opportunity. Given the nature of business, decisions are both transient and fixed. Formal processes require evaluation
In my previous blog post, I discussed why an organisation should integrate financial projections into Integrated Business Planning (IBP). In this blog post, we explore how to construct financial projections out
Integrating financial plans with the operational and strategic plans remains a challenge for many organisations. Finance departments and operational planning are still failing to work together. They are unable to