Integrated Business Planning (IBP) has become the management process of choice for thousands of organisations to plan the organisation across a 24-month rolling horizon. But whilst businesses may well be able to see gaps in future plans coming, the paper’s author, Oliver Wight Partner, Jerry Shanahan, believes many companies instinctively feel they either have plenty of time to sort it out, or circumstances will most likely change again by the time they get there. However, not making an explicit decision is tantamount to an implicit decision being made and the results can be catastrophic.
“The challenge,” explains Shanahan “is to create the same sense of urgency when analysing future business issues as reacting to those which are here and now.” The white paper outlines how to do this through creating the decision-imperative and making lead times clearly visible; enabling the leadership team to see into the future, identify issues heading towards the business and any financial gaps emerging.
“The result?” says Shanahan “Businesses will be able to respond positively to changing conditions and make real decisions, now, in plenty of time, to positively impact the future position of the company.”
“This,” he concludes, “will allow businesses to continue their progression on the maturity journey and reap the true rewards Integrated Business Planning brings.”
You can download a copy of the white paper here: http://www.oliverwight-