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Integrated Planning & Performance Management Research Questions
Global organizations (GOs) have made significant investments in financial and operational planning and performance management (P&PM) processes and technologies. Despite these investments, many have difficulty establishing mature P&PM processes that enable GOs to effectively:
· Optimize costs, profits and value
· Remove barriers that undermine strategy execution
· Manage complexity through financial and operational integration
The problem is that critical flaws often remain in legacy financial and operational P&PM processes and solutions. This research study will help GOs to appreciate these flaws and how they impact the performance of their organizations, as well as others.
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1.
In which sector does your company operate? Please use the following to categorize your answer.
(Required.)
1. Manufacturing
2. Mining
3. Oil & Gas
4. Insurance
5. Banking
6. Health Care
7. Transportation
8. Non Profit
9. Government
10. Other
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2.
In which industry does your company operate? Please use the following to categorize your answer.
(Required.)
1. Food and Packaged Goods
2. Consumer Goods
3. Chemicals
4. Metals: Steel, aluminium, etc.
5. Automotive
6. Aerospace
7. Medical devices
8. Pharmaceuticals
9. Industrial Goods
10. Home building products
11. High Tech
12. Other
13. Not Manufacturing
3.
How would you categorize the revenue of your company? Please use the following to categorize your answer
1. Less than $500 million
2. $500 million to $1 Billion.
3. $1 to $2 Billion.
4. $2 to $5 Billion
5. $5 to $10 Billion
6. More than $10 billion
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4.
How many employees do you have? Please use the following to categorize your answer.
(Required.)
1. Less than 500
2. 500 to 1,000.
3. 1,000 to 2,000
4. 2,000 to 5,000
5. 5,000 to 10,000
6. More than 10,000
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5.
Provided below are characteristics that are indicative of complex companies. In light of these characteristics, how would you categorize the complexity of your company? Please use the following to categorize your response?
· Many legal entities and / or business units
· Entities and business units share common resources
· Operates supply chains across entities and business units
· Has many products and services
· Has many suppliers and raw materials
· Has many customers and segments
· Have products that greater variability in lead time and quality
· Have products that have variability in demand volume and mix
· Have products that introduce complexity: eg. shelf life, warranty, spare parts
· Have customers that introduce complexity: eg. unique needs, higher service levels
· Experiences rapid change to products, customers, processes
· Have products and customers that consume resources differently
· Many geographies
(Required.)
1. Low: these factors do not apply
2. Minimal: some of these factors are beginning to apply.
3. Moderate: many of the complexity factors apply
4. High: more than half of these factors apply
5. Very High: most of these factors apply
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6.
Given your plans, assumptions and expectations, is your company likely to get more or less complex over the coming two to three years? Please use the categories below?
(Required.)
1. Much less
2. Less
3. No change
4. More
5. Much more
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7.
To what extent would you agree with this statement: our organization has maximized the benefits and value of the following management methods and tools. Please use N/A if unsure or not using them.
(Required.)
Significantly Disagree
Disagree
Agree
Significantly Agree
N/A
▪ Financial Planning & analysis (FP&A) solutions
Significantly Disagree
Disagree
Agree
Significantly Agree
N/A
▪ Rolling Forecasts
Significantly Disagree
Disagree
Agree
Significantly Agree
N/A
▪ Sales and operations planning (S&OP)
Significantly Disagree
Disagree
Agree
Significantly Agree
N/A
▪ Integrated business planning (IBP)
Significantly Disagree
Disagree
Agree
Significantly Agree
N/A
▪ Profitability Analytic / Activity-Based Costing
Significantly Disagree
Disagree
Agree
Significantly Agree
N/A
▪ Balanced Scorecard / Performance Management
Significantly Disagree
Disagree
Agree
Significantly Agree
N/A
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8.
Which FP&A tool(s) do you use?
(Required.)
*
9.
Which S&OP / IBP tool(s) do you use?
(Required.)
*
10.
How would you categorize the following as priorities for improving planning and performance management capabilities in your organization? Please use the following to categorize your responses, from none to very high priority
(Required.)
None
Low
Moderate
High
Very high
▪ Scenario planning and decision support
None
Low
Moderate
High
Very high
▪ Cost and profitability forecasting & management
None
Low
Moderate
High
Very high
▪ Direct cash flow & working capital forecasting
None
Low
Moderate
High
Very high
▪ Forward visibility into risks and opportunities
None
Low
Moderate
High
Very high
▪ Eliminate silos / enable cross functional alignment
None
Low
Moderate
High
Very high
▪ Financial and operational integration & transparency
None
Low
Moderate
High
Very high
▪ Reduce finance / P&PM costs
None
Low
Moderate
High
Very high
▪ Faster P&PM processes (eg budgeting)
None
Low
Moderate
High
Very high
▪ Analytics and data management
None
Low
Moderate
High
Very high
▪ Just automating budgeting and reporting
None
Low
Moderate
High
Very high
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11.
Would you categorize the following business characteristics as strengths or weaknesses of your company? Please use the following to categorize your responses, from significant weakness to significant strength.
(Required.)
Significant Weakness
Some weakness
Neither
Some strength
Significant Strength
▪ Fast and effective responses to change
Significant Weakness
Some weakness
Neither
Some strength
Significant Strength
▪ Eliminating functional silos, not just data silos
Significant Weakness
Some weakness
Neither
Some strength
Significant Strength
▪ Maintaining competitive cost structures
Significant Weakness
Some weakness
Neither
Some strength
Significant Strength
▪ Managing customer expectations
Significant Weakness
Some weakness
Neither
Some strength
Significant Strength
▪ Managing complexity
Significant Weakness
Some weakness
Neither
Some strength
Significant Strength
▪ Developing executable plans
Significant Weakness
Some weakness
Neither
Some strength
Significant Strength
12.
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