计划_预算与预测_聚焦未来（英文版）_11页_954kb

Summary of "Planning, Budgeting and Forecasting" Report

Core Content

This report, jointly commissioned by KPMG and ACCA, evaluates the current state of Planning, Budgeting and Forecasting (PBF) processes within Finance and highlights the need for transformation to align with a more integrated and strategic performance management framework. It outlines the key challenges and opportunities for improving PBF, emphasizing the role of organisational culture, data integration, and technology adoption.

Main Points

1. PBF as Part of a Performance Management Framework

• PBF is a key component of Enterprise Performance Management (EPM), alongside Performance Reporting and Dimensional Profitability.
• It connects strategic goals with financial and operational forecasts, enabling better business decisions and long-term value creation.
• A fully integrated performance management framework is essential for corporate visibility and effective resource allocation.

2. Current Challenges in PBF

• Many PBF processes are outdated, fragmented, and not aligned with strategic goals.
• The budget is often seen as a politically agreed number rather than a reflection of real business conditions.
• Traditional budgeting practices are rigid and create a short-term culture, which can lead to misaligned incentives and poor decision-making.

3. Need for Cultural Change

• There is a need to shift from a finance-centric approach to a more collaborative and enterprise-wide PBF process.
• 77% of respondents believe PBF should be a joint effort between the business and Finance.
• Leadership must demonstrate support for PBF to ensure its success and credibility across the organisation.

4. Role of the CFO

• The CFO must take a strategic role in PBF, moving beyond a traditional administrative function.
• CFOs need strong influence and presence across the organisation to drive change.
• The survey indicates that CFOs are not always seen as vocal enough in promoting strategic PBF practices.

5. Importance of Data

• High-quality data is critical for the effectiveness of PBF processes.
• External data should be incorporated to improve forecast accuracy and support better decision-making.
• Only 21% of respondents use flexible data models that allow for rapid analysis of changing variables.

6. Technology Adoption

• Many organisations still rely on spreadsheets for PBF, which is inefficient and not scalable.
• Technology is evolving to support real-time reporting, automation, and predictive analytics.
• Cloud-based solutions are enabling more efficient and cost-effective PBF processes.

Key Actions

1. Create the Right Organisational Culture

• Ensure PBF is a collaborative process driven by both the business and Finance.
• Avoid politicising the budget process and promote transparent, data-driven decision-making.
• Incentivise performance against flexible targets that reflect real-time changes.

2. Integrate the PBF Process

• Align data structures with strategic goals to ensure relevant and actionable insights.
• Incorporate external data to enhance forecast accuracy and scenario modeling.
• Establish consistent measures of success and avoid fragmented accountability.

3. Deploy Effective Technology Solutions

• Invest in PBF-specific applications beyond spreadsheets.
• Utilise cloud-based tools for real-time reporting and continuous improvement.
• Embrace automation and predictive analytics to support more agile and informed decision-making.

Key Findings

• Over 900 Finance professionals from more than 50 countries participated in the survey.
• 62% of respondents believe budgets are a static view and do not reflect external market changes.
• 46% of respondents believe the current budget is a politically agreed number, not aligned with real business outlook.
• 41% of respondents have not yet invested in a specific PBF application outside of Excel.
• 45% of respondents identified data quality as the biggest impediment to using external data in PBF.
• 69% of respondents expect traditional budgeting to be replaced by rolling forecasting within five years.

Conclusion

To improve PBF processes, organisations must move away from outdated practices and embrace a more integrated, data-driven, and technology-enabled approach. This requires a cultural shift, better collaboration between Finance and other business units, and the adoption of advanced tools that support real-time and predictive analytics. The report highlights the growing importance of PBF in today's dynamic business environment and calls for CFOs to take a more strategic and influential role in driving this transformation.