Strategic Planning

2.6% (13)

9.4% (46)

18.7% (92)

42.0% (206)

27.3% (134)

Tactical Planning

1.6% (8)

9.0% (44)

26.1% (127)

41.1% (200)

22.2% (108)

Financial Planning/Budgeting

0.8% (4)

1.0% (5)

6.8% (33)

16.7% (81)

74.6% (362)

Cash Planning

1.8% (9)

2.4% (12)

8.6% (42)

19.6% (96)

67.6% (331)

Capital Planning

2.7% (13)

3.3% (16)

14.8% (72)

36.2% (176)

43.0% (209)

Forecasting

0.8% (4)

3.5% (17)

9.8% (48)

27.8% (136)

58.2% (285)

Risk Management

3.5% (17)

10.4% (51)

25.1% (123)

38.3% (188)

Very Limited

13

2.6%

Limited

46

9.4%

Moderate

92

18.7%

High

206

42.0%

Very High

134

Very Limited

8

1.6%

Limited

44

9.0%

Moderate

127

26.1%

High

200

41.1%

Very High

108

Very Limited

4

0.8%

Limited

5

1.0%

Moderate

33

6.8%

High

81

16.7%

Very High

362

Very Limited

9

1.8%

Limited

12

2.4%

Moderate

42

8.6%

High

96

19.6%

Very High

331

Very Limited

13

2.7%

Limited

16

3.3%

Moderate

72

14.8%

High

176

36.2%

Very High

209

Very Limited

4

0.8%

Limited

17

3.5%

Moderate

48

9.8%

High

136

27.8%

Very High

285

Very Limited

17

3.5%

Limited

51

10.4%

Moderate

123

25.1%

High

188

38.3%

Very High

112

Strategic Planning

1.9% (9)

9.5% (46)

29.2% (141)

37.7% (182)

21.7% (105)

Tactical Planning

1.9% (9)

9.2% (44)

28.8% (138)

39.7% (190)

20.5% (98)

Financial Planning/Budgeting

0.8% (4)

2.7% (13)

15.8% (75)

34.8% (165)

45.8% (217)

Cash Planning

2.1% (10)

8.1% (39)

19.5% (94)

35.1% (169)

35.3% (170)

Capital Planning

1.3% (6)

7.9% (38)

23.2% (111)

39.5% (189)

28.0% (134)

Forecasting

0.6% (3)

5.6% (27)

19.8% (95)

36.4% (175)

37.6% (181)

Risk Management

3.7% (18)

14.8% (71)

31.2% (150)

33.3% (160)

Very Limited

9

1.9%

Limited

46

9.5%

Moderate

141

29.2%

Great

182

37.7%

Very Great

105

Very Limited

9

1.9%

Limited

44

9.2%

Moderate

138

28.8%

Great

190

39.7%

Very Great

98

Very Limited

4

0.8%

Limited

13

2.7%

Moderate

75

15.8%

Great

165

34.8%

Very Great

217

Very Limited

10

2.1%

Limited

39

8.1%

Moderate

94

19.5%

Great

169

35.1%

Very Great

170

Very Limited

6

1.3%

Limited

38

7.9%

Moderate

111

23.2%

Great

189

39.5%

Very Great

134

Very Limited

3

0.6%

Limited

27

5.6%

Moderate

95

19.8%

Great

175

36.4%

Very Great

181

Very Limited

18

3.7%

Limited

71

14.8%

Moderate

150

31.2%

Great

160

33.3%

Very Great

82

Strategic Planning

3.7% (18)

8.2% (40)

25.5% (124)

40.7% (198)

22.0% (107)

Tactical Planning

3.3% (16)

9.7% (47)

27.5% (133)

40.1% (194)

19.4% (94)

Financial Planning/Budgeting

1.4% (7)

1.4% (7)

7.4% (36)

24.2% (117)

65.5% (317)

Cash Planning

1.7% (8)

3.5% (17)

9.3% (45)

25.3% (122)

60.2% (291)

Capital Planning

2.3% (11)

5.6% (27)

21.1% (102)

32.9% (159)

38.1% (184)

Forecasting

1.0% (5)

4.4% (21)

10.8% (52)

31.1% (150)

52.7% (254)

Risk Management

3.3% (16)

12.0% (58)

32.0% (155)

32.4% (157)

Very Limited

18

3.7%

Limited

40

8.2%

Moderate

124

25.5%

High

198

40.7%

Very High

107

Very Limited

16

3.3%

Limited

47

9.7%

Moderate

133

27.5%

High

194

40.1%

Very High

94

Very Limited

7

1.4%

Limited

7

1.4%

Moderate

36

7.4%

High

117

24.2%

Very High

317

Very Limited

8

1.7%

Limited

17

3.5%

Moderate

45

9.3%

High

122

25.3%

Very High

291

Very Limited

11

2.3%

Limited

27

5.6%

Moderate

102

21.1%

High

159

32.9%

Very High

184

Very Limited

5

1.0%

Limited

21

4.4%

Moderate

52

10.8%

High

150

31.1%

Very High

254

Very Limited

16

3.3%

Limited

58

12.0%

Moderate

155

32.0%

High

157

32.4%

Very High

98

Strategic Planning

11.3% (55)

32.2% (156)

49.5% (240)

4.9% (24)

2.1% (10)

Tactical Planning

9.4% (45)

35.1% (168)

47.6% (228)

6.9% (33)

1.0% (5)

Financial Planning/Budgeting

2.7% (13)

13.7% (66)

59.0% (284)

19.5% (94)

5.0% (24)

Cash Planning

3.9% (19)

17.8% (86)

68.5% (331)

8.1% (39)

1.7% (8)

Capital Planning

4.0% (19)

30.2% (144)

58.7% (280)

5.5% (26)

1.7% (8)

Forecasting

6.0% (29)

24.6% (119)

51.9% (251)

13.6% (66)

3.9% (19)

Risk Management

9.9% (48)

37.3% (180)

48.4% (234)

3.7% (18)

Far too little

55

11.3%

Somewhat too little

156

32.2%

About right

240

49.5%

Somewhat too much

24

4.9%

Far too much

10

Far too little

45

9.4%

Somewhat too little

168

35.1%

About right

228

47.6%

Somewhat too much

33

6.9%

Far too much

5

Far too little

13

2.7%

Somewhat too little

66

13.7%

About right

284

59.0%

Somewhat too much

94

19.5%

Far too much

24

Far too little

19

3.9%

Somewhat too little

86

17.8%

About right

331

68.5%

Somewhat too much

39

8.1%

Far too much

8

Far too little

29

6.0%

Somewhat too little

119

24.6%

About right

251

51.9%

Somewhat too much

66

13.6%

Far too much

19

Far too little

48

9.9%

Somewhat too little

180

37.3%

About right

234

48.4%

Somewhat too much

18

3.7%

Far too much

3

Strategic Planning

9.8% (48)

22.3% (109)

21.3% (104)

34.8% (170)

11.9% (58)

Tactical Planning

5.9% (29)

23.8% (116)

26.2% (128)

34.4% (168)

9.6% (47)

Financial Planning / Budgeting

3.5% (17)

13.3% (64)

21.0% (101)

38.6% (186)

23.7% (114)

Cash Planning

2.5% (12)

10.5% (51)

27.2% (132)

35.0% (170)

24.9% (121)

Capital Planning

3.3% (16)

14.3% (69)

29.8% (144)

37.5% (181)

15.1% (73)

Forecasting

3.9% (19)

18.3% (89)

22.4% (109)

38.5% (187)

16.9% (82)

Risk Management

5.0% (24)

19.6% (95)

37.6% (182)

28.5% (138)

Very dissatisfied

48

9.8%

Somewhat dissatisfied

109

22.3%

Neither satisfied nor dissatisfied

104

21.3%

Somewhat satisfied

170

34.8%

Very satisfied

58

Very dissatisfied

29

5.9%

Somewhat dissatisfied

116

23.8%

Neither satisfied nor dissatisfied

128

26.2%

Somewhat satisfied

168

34.4%

Very satisfied

47

Very dissatisfied

17

3.5%

Somewhat dissatisfied

64

13.3%

Neither satisfied nor dissatisfied

101

21.0%

Somewhat satisfied

186

38.6%

Very satisfied

114

Very dissatisfied

12

2.5%

Somewhat dissatisfied

51

10.5%

Neither satisfied nor dissatisfied

132

27.2%

Somewhat satisfied

170

35.0%

Very satisfied

121

Very dissatisfied

16

3.3%

Somewhat dissatisfied

69

14.3%

Neither satisfied nor dissatisfied

144

29.8%

Somewhat satisfied

181

37.5%

Very satisfied

73

Very dissatisfied

19

3.9%

Somewhat dissatisfied

89

18.3%

Neither satisfied nor dissatisfied

109

22.4%

Somewhat satisfied

187

38.5%

Very satisfied

82

Very dissatisfied

24

5.0%

Somewhat dissatisfied

95

19.6%

Neither satisfied nor dissatisfied

182

37.6%

Somewhat satisfied

138

28.5%

Very satisfied

45

Strategic Planning

4.3% (21)

5.8% (28)

8.8% (43)

53.3% (259)

22.8% (111)

4.9% (24)

Tactical Planning

5.0% (24)

5.2% (25)

10.4% (50)

50.6% (244)

22.8% (110)

6.0% (29)

Financial Planning / Budgeting

15.7% (76)

16.8% (81)

9.7% (47)

55.9% (270)

1.0% (5)

0.8% (4)

Cash Planning

7.2% (35)

7.0% (34)

9.7% (47)

70.9% (343)

3.9% (19)

1.2% (6)

Capital Planning

5.6% (27)

5.8% (28)

8.5% (41)

67.2% (323)

11.6% (56)

1.2% (6)

Forecasting

10.1% (49)

12.0% (58)

9.1% (44)

64.3% (312)

3.1% (15)

1.4% (7)

Risk Management

1.4% (7)

7.6% (37)

8.0% (39)

38.6% (187)

37.7% (183)

Enterprise Platform Module

21

4.3%

Special Purpose (Third Party) Application

28

5.8%

Custom/Proprietary Solution

43

8.8%

Spreadsheet / Personal Productivity Tool

259

53.3%

None

111

22.8%

Other

24

Enterprise Platform Module

24

5.0%

Special Purpose (Third Party) Application

25

5.2%

Custom/Proprietary Solution

50

10.4%

Spreadsheet / Personal Productivity Tool

244

50.6%

None

110

22.8%

Other

29

Enterprise Platform Module

76

15.7%

Special Purpose (Third Party) Application

81

16.8%

Custom/Proprietary Solution

47

9.7%

Spreadsheet/Personal Productivity Tool

270

55.9%

None

5

1.0%

Other

4

Enterprise Platform Module

35

7.2%

Special Purpose (Third Party) Application

34

7.0%

Custom / Proprietary Solution

47

9.7%

Spreadsheet / Personal Productivity Tool

343

70.9%

None

19

3.9%

Other

6

Enterprise Platform Module

27

5.6%

Special Purpose (Third Party) Application

28

5.8%

Custom / Proprietary Solution

41

8.5%

Spreadsheet / Personal Productivity Tool

323

67.2%

None

56

11.6%

Other

6

Enterprise Platform Module

49

10.1%

Special Purpose (Third Party) Application

58

12.0%

Custom / Proprietary Solution

44

9.1%

Spreadsheet / Personal Productivity Tool

312

64.3%

None

15

3.1%

Other

7

Enterprise Platform Module

7

1.4%

Special Purpose (Third Party) Application

37

7.6%

Custom/Proprietary Solution

39

8.0%

Spreadsheet / Personal Productivity Tool

187

38.6%

None

183

37.7%

Other

32

Tactical Planning

5.7% (28)

20.5% (100)

31.4% (153)

33.1% (161)

9.2% (45)

Financial Planning / Budgeting

2.9% (14)

17.2% (84)

19.3% (94)

42.8% (209)

17.8% (87)

Cash Planning

2.7% (13)

15.0% (73)

29.8% (145)

36.0% (175)

16.5% (80)

Capital Planning

3.7% (18)

18.6% (91)

30.7% (150)

34.8% (170)

12.1% (59)

Forecasting

4.8% (23)

18.7% (90)

26.1% (126)

36.7% (177)

13.7% (66)

Risk Management

6.6% (32)

17.6% (85)

41.8% (202)

26.7% (129)

Very dissatisfied

28

5.7%

Somewhat dissatisfied

100

20.5%

Neither satisfied/dissatisfied

153

31.4%

Somewhat satisfied

161

33.1%

Very satisfied

45

Very dissatisfied

14

2.9%

Somewhat dissatisfied

84

17.2%

Neither satisfied/dissatisfied

94

19.3%

Somewhat satisfied

209

42.8%

Very satisfied

87

Very dissatisfied

13

2.7%

Somewhat dissatisfied

73

15.0%

Neither satisfied/dissatisfied

145

29.8%

Somewhat satisfied

175

36.0%

Very satisfied

80

Very dissatisfied

18

3.7%

Somewhat dissatisfied

91

18.6%

Neither satisfied/dissatisfied

150

30.7%

Somewhat satisfied

170

34.8%

Very satisfied

59

Very dissatisfied

23

4.8%

Somewhat dissatisfied

90

18.7%

Neither satisfied/dissatisfied

126

26.1%

Somewhat satisfied

177

36.7%

Very satisfied

66

Very dissatisfied

32

6.6%

Somewhat dissatisfied

85

17.6%

Neither satisfied/dissatisfied

202

41.8%

Somewhat satisfied

129

26.7%

Very satisfied

35

Balanced Scorecard

128

26.7%

Performance Prism

29

6.1%

Other

322

Yes

162

33.6%

No

125

25.9%

Sometimes

195

Very Limited

174

35.5%

Limited

87

17.8%

Moderate

119

24.3%

Great

79

16.1%

Very Great

31

Very Limited

148

30.2%

Limited

65

13.3%

Moderate

97

19.8%

Great

108

22.0%

Very Great

72

Very Limited

169

34.8%

Limited

122

25.1%

Moderate

135

27.8%

Great

44

9.1%

Very Great

16

Yes

270

54.9%

No

222

12 months

127

47.6%

15 months

10

3.7%

18 months

38

14.2%

24 months

48

18.0%

Other (please specify)

44

60 months

less than one year

VARIES 12MOS TO 5 YEARS

5 yrs

120 months

quarterly

5 years

36 months

36 months

12 mos for budget, 5 years for Strategic Plan

6 months and 12 months

6 months

5 years

6–9 months

13 weeks

3 Years

through end of fiscal year

60 months

To year end, 12 month and 5 year forecasts

Detailed 12-mo; Macro 5-year

6 years

120 months

60 months

36 months

4 months

Not sure. I am not invoived in a lot of these que

36 months

3 months

As far out as there is a payment/receipt

5-year cash flow forcast

60 months

36 months

36 mo

6 months

60 months

5 years

5 years

36

10 years

36 months

three years

5 years

36 months

Monthly

120

44.6%

Quarterly

123

45.7%

Other (please specify)

26

as needed, usually ~2X per quarter

Annually

weekly

Semi annual

continuously

weekly

Every 4 months

semi annually

as needed

Annually

As needed

Annual

semi-annual

weekly

Bi-Annualy

daily rolling forecasts

Haly-yearly

every 6 mo

Quarterly, but only after the 1st 6 months of year

When things change significantly

As needed

annually

weekly

every 6 months

Annually

Annual

Yes

225

46.4%

No

260

Not considered necessary for our business

116

23.3%

Do not have the necessary skillets

44

8.9%

Do not have sufficient “band-width” to develop/sustain

91

18.3%

Other (please specify)

27

only for cash and as required

Done ad hoc, not through formalized process

Unwillingness of owner to engage in planning type activities

In time as we evolve into a larger, more complex organization we will need to.

need software

Industry specific issues

Not enough time

don’t know

We have a 3rd party strategic planer and he is not interested in our scenarios

It’s never been discussed.

no senior mgmt interest

owner-management do not support

do not have the necessary resources

New software implemented, not working yet

done infrequently

No time or adequate resources

Do not know why not.

just learning about the process of senerio planning

Operational management does not have time to formulate alternative scenarios

Basic scenarios are done if necessary—but limited to simple models

This quest in not applicable to a retiree

Leadership budget focused

Not attempted yet; rolling out new tool.

Owners do not understand the importance

Lack of resources to go into that depth

Leadership and corporate culture that supports the status quo

244

49.1%

Inadequate systems and technology

204

41.0%

Inadequate staffing of finance function

147

29.6%

Limited skills of finance function

85

17.1%

Limited skills of people outside of the finance funcition

186

37.4%

Other (please specify)

44

time

changing business processes

Little desire for a formal strategic planning process

none

NONE

leadership resists change

short-term focus

Organization bureaucracy

None

Financial plan is pre-set at the top and departmental budgets must fit into that top-level plan

There are no significant barriers

size of the organization and age of the owner

time

Volunteer board members who assume that our industry is substantially identical to their industries.

None of the above

Federal/state funding issues

Not enough time

Limited finance staff

Rapid changes in our target market

None, we improve our processes each year after planning.

No real barriers. Changes made as necessary.

Culture, but we aren’t a corporation, so it’s not "corporate culture".

Time and schedules

Reality vs. Corporate "wishful thinking"

very small company

Limited available time

lack of alignment on a better way.

Leadership struggles between board and management

timing of shipments, customer requirements, etc. since we are an agricultural company

Do not know.

Gettng Board Members together & committed to a date

time

Limited time—very good people maxed out

N/A

NA—Adequate resources for what we do and the assets we employ.

Not applicable to a retiree

Not enough time

None

No major barriers

Ownership influence

Available time

Egos within the leadership team

Board members thinking they know more than they do

Limited attention given to longterm capital planning

Commitment level of non-financial executives.

hire dedicated position with big picture capabilities

more frequent and better focused

more time to spend on development

VALUE THE FINANCE FUNCTION NOT JUST SALES

Hire a CFO that has an appreciation and skillset for planning

less detail

More management participation

Do it in less time with more time for analysis.

Implement longer-term strategic planning with regular updates and linkage to the tactical (i.e., annual) planning process

more review of results against projections and budget

integrate financial systems

ownership

earlier involvement by senior management

Be more involved in the decision making instead of just providing information.

Better performance measures that tie to critical organizational success factors. Too often performance measure that are available are tengential to key initiatives.

Secure the foundation and fund the future

Budgeting

More rolling forecasts and less annual and fuure planning and budgeting for 3–5 years out.

More ownership of inputs into the budget process and the affects it has on the organization budget/cashflow

nothing

Commitment of ownership to fully undertake planning and budgeting activities and stick to that plan.

rolling forecasts

More planning based on real numbers not what they want them to be

More Involvement of Senior Mgt.

Better capital improvements forecasting.

Increase the buy-in among operational managers to be more than a just an annual process. Make it something they use to help with tactical decisions.

staff outside of finance takew the process seriously

More overall picture-less line item driven

?

Better structure

Finance has a far too limited role and voice in strategic and tactical planning. Finance influence doesn’t become strong until the budget phase.

for me to actually be involved would be a great start

More forward thinking beyond one year.

Replace the head of the organization with someone who isn’t an idiot.

Actual follow thru.

throw much of the forecasting onto the department managers

More analysis involved in the various planning processes to provide even stronger support for forecasts, budgets, etc.

gather information from one source our ERP system

Commitment by senior management to place accountability on goals and objectives of the plan and the budget.

More automation to allow for time to what if and analyze.

More bottom up planning

More cross-functional participation.

Create committees to research the particular process

Start earlier

True bottom-up budgets

More intergregration between Spreadsheet, Databases, and Computer SW.

More time to develop the topics for the tactical plen.

More staff

n/a

Executive management

Less versions of the annual plan.

Better tools & processes.

Make it less time-consuming

Drive it deeper into working capital and balance sheet planning

better info from department heads

12 month rolling forecasts with annual budget and better linkage of strategic plan to action plans and budgets

Better information management. a lot of USA firms seem to lack compared to uk and Asia

More participation in the decisions to cut budgets and where the budgets are cut.

Coordination of various areas and enhanced communication and accountability

Focus on strategic goals to set the stage for the future.

I am satisfied with the planning process

Get rid of the gaming in the budget process.

proceed with a bottom up approach instead of a top down approach when taking decisions

Change the goals to be achieved

To have the proper amount of time to do thorough analysis. But finances (i.e. income) is not enough to take time from billable time.

None

skills of people outside finance function!

Synchronization between planning and resource allocation

Number of iterations

Involvement from more people

Advance warning before new projects begin.

A better look at the big picture and some realism and non emotional decisions with regard to cutting costs, in particular the "chiefs" salaries continue to go while the small salaries are

laid off

Have a true planning process with goals, objectives and accountability

To many initiatives which are “revolutionary” are planned when more time and funds for "evolutionary" changes are needed.

Greater comfort with change and risk.

The length of the year dedicated to planning.

Improve accountability of sales relative to performance metrics.

Strategic direction

Frequency is not helping in accuracy.

More robust accountability, assessing past performance to inform future planning.

Get more involvement from the operational team

Continue to move toward an environment where the planning process is a part of our regular activities, not a periodic exercise

Directly link executive performance to thier discrete understanding of the P&L’s they allegedly manage.

Reaction time from plan to implemenation.

staff have realistic and organization wide goals, not individual goals

communication at all levels

Stakeholder from all business areas need to commit to the same organization goals.

Better and more timely communication from leadership

Finance would be part of the final decision makers of the plan and incentive would be included for finance.

Better information on the front end of the process

More time allocated to planning. Better control over accountability

Get rid of arbitrary cuts by upper management

modernize technology and review the selected key indicators on a monthly basis to assess the continuing value of the indicators in light of desired outcomes

Incorporate budgets/forecasts into our planning

A stronger focus on growth over prior year’s actual. It would yield more control over expense control. Now, it’s growth vs. prior year’s budget.

Would like to extend forecasting out to 18 months

None

Purchase a tool/software that would ease the data compilation and use assumption input to adjust varaibles

Not sure

buy in from management that planning is needed

None

Longer range goals

To be more involved in the process.

Improve skills of people outside of the finance function

Amount of time for management review.

Hire another employee to expand compliance and planning work

More flexible budgeting

have regional management take process more intelligently and strategically.

more involvement at corporate level versus departmental levels

A better awareness of how functions interact with each other and inform each other’s budgets and plans

Improve my own skillset.

Need more help

Change the culture with more emphasis on the strategic planning and links to the other planning processes.

Add additional staff

More structure to the process

More long term thinking by the City Council

Streamline and make process simpler

I would have it be driven by our Asset Liability/Budgeting Model. Right now, our 3rd party strategic planner doesn’t use any forecasting data we can provide.

don’t major in the minors and focus on the “kill shots” to the business and greater

opportunities

Sales forecasting

Include more people at the ground level

leadership in having various functional areas totally committed and highlighting the interrelationships required to meet overall corporate goals

Better technology

More involved employees.

Tie the financial budget to the strategic plan.

interest in strategic thinking

More realistic goals and corresponding expense budgets.

More time for recreation

Less micromanaging of the process

What’s the character limit for this field???

Better Tools

The most significant barrier to an effective planning process in our situation is a lack of

buy-in which leads to poor or no implementation and a reduced desire to properly plan.

Less supposive certainty

N/A

We are upgrading our financial system for cost allocation and grant budgeting and

management.

Reduce use of spreadsheets. Implement robust planning software.

shorten time period for process

fewer unilateral decisions

Follow through on the plan rather than changing the plan.

Needs to be started earlier relative to decision-making time. Accept reality and strategize how to improve vs. setting goals that Execs "expect"

spend more time

change in the leadership, to make everything else happen.

have technology that can actually DO a functional cashflow forecasts and compile related cashflow trending.

Other people meeting their deadline.

Bayism

More cross-functional input.

Better forecasting and business intelligence support

Stop focusing on current month (short term goals) and focus on long term health of company (big picture)

to enhance the accuracy of forecasting

Finance should have a greater role in the planning process

More emphasis placed by the board.

Make it simple

Use of a more team approach.

Actually have a formal, simple process

More data analyze

None

Implement a technology driven solution to effect decentralised maintenance of the plan.

Convince leadership of importance

Additional staff.

Out sourcing process

Better communication

More involvement from other departments

mandatory tied to compensation

Shorten it

Upgrade skills of most people involved with planning.

Leadership and corporate culture

not now

shorten the time span for developing annual budget; allow easier adjustment of budget throughout the year

Change Management

eliminate the annual plan and use rolling forecasts.

Develop clearly designed roles and responsibilities in the planning process

To actually have a time bound process.

More effort at developing a strategic plan process for the corporation, rather than just at the product line level.

involve finance function more

Eliminate mandated targets.

Implement a robust enterprise planning system.

BETTER FOLLOW-UP AND EXECUTION AFTER PLANNING MEETINGS

Increased leadership support

Principals/Ownership of the company would get better educated regarding all of the above

Rolling forecast and budgeting processes.

More resources and time allocated to it

Begin & approve a budget timelier

Skill set of people outside of the finance function—specifically those in sales/development

We do not review or hold each other accountable

Improve cycle time of information availability needed for planning and analysis.

Simplify the overall process.

Improved more functional technology

Better systems and technology, although not necessary to perform planning, would offer opportunities for better analysis and improved skill set.

Shorten the length of time spent on annual budget and add mid-year or quarterly forecasting to the mix

more training in stratagic planning techniques to non financial personnel

Obtain buy-in from the Founder/Owner for a formal strategic planning process

Better follow-up on execution.

The process works well for us.

more risk reward analysis of goals

change the make-up of the Board of Directors

focus President more

Provide more funding for it.

More dedicated time to think it through

Get more people to understand the art of planning not the science.

Leadership mindset outside of the finance function.

More imput from managers—more disclosure from executives. Each seem to hold relevent matter back and each are slow in delivering current information.

Implement a formal integrated planning process

time spent

Increase time spent on strategic discussions with senior management

Executive attention/direction

Add more robust technology capactity.

Rolling forecast

do it

We are a government—budget for more than one year and forecast cash.

Simplify capture of plans and links

N/A

Improved business knowledge and leadership skills at the highest levels of the organization would make a significant difference.

Greater involvement by lower levels of management

More emphaisis on the financial function

Realize that most third party applications have significant limitations when used by complex organizations.

Corporate defined metrics developed and used across different divisions

Extend it out more than one year/calander year.

Replace annual budgets with rolling forecasts

nothing

Discount the political influence of certain leaders.

regualer reviews of forecast

None

implement budgeting/forecasting software

No

Stop having bonuses determined solely on making EBITDA budget

reduce the frequency of budget updates

If the volunteer organization that I do some work with ever selects another business simulation program, I would like to be on the committee that selects it.

I would simply allow for more strategic meetings that involve all members of management.

Financial forecasting cycle from 12 months to 3 years

Lengthen the planning timeline.

Better utilization of technology

More frequent meetings communicating issues, planning variables.

Having more awareness and active management of budgets by all department budget managers.

Leadership

I am no longer employed. Answers are based on the prior involvement in the planning process.

Deeper involvement from non financial personnel

Benchmarking against goals established

Getting the right BI Tools

Greater integration with third party benchmarking metrics and regionalized data

More innovation, better collaboration among functional dept.

people in charge

Allow divisons to participate more in the strategic planning process.

The “buy in” of the rest of the management team as to the importance of the planning process.

better understanding at C level of information

Add a professional to FPA

Greater collaboration between operational functions

Better tools and more frequent review. Annually is not productive

Top down support to hold managers accountable

Excessive (in my opinion) focus on pre-incentive compensation, pre-tax profit rather than what ultimately trickles down to the equity shareholders who provide the risk capital to the company.

get other top management involved

n/a

Implement performance measurement to allow us to move beyond budgeting

more structure

Better forecasting of capital project needs as usually over forecast what can be achieved. Leads to borrowing more funds or needing more revenue than was actually required.

Better alignment with ownership requirements

TIME

The systems/technology... WAY TOO manual, and more prone to mistakes.

More individual accountability and participation in the implementation.

Not deeply involved in this area.

Follow-through

Our organization is currently under-going a strategic re-evaluation. The biggest outcome I would like to see if a strategy driven by a defined business identify (who the firm is in its market) with tactical goals cascading from the stragety. This level of planning has been missing in the recent past.

Eliminating the annual budget process and rely solely on the rolling forecast.

Make information available to more people in the organization

shorten the window for planning during a cycle.

To incorporate one that is actually utilized by the owners

Build more structure and timeline into the process.

have started making changes and expect barriers to dissolve in future

Better technology

Better division between Board and staff

start earlier

Greater participation by involved non-accounting persons

Use of forecasting tools which provide more sophistication than our spreadsheet based process.

Better process and systems

Change from static budget process to rolling forecasts...which will be implemented in the coming fiscal year

Place more emphasis on the Strategy—not the financial projection/numbers.

execution and accoutability

do no further than 36 months out.

More involvement of Finance Function

Make it more inclusive of senior management.

more system integration for easier analysis

A greater number of open meetings & discussions to include representatives of multiple departments—as opposed to a "speech" with limited to no discussion

Earlier involvement

Some sort of software application that could help streamline the process

More priority and manpower devoted to it

development of priorities before budgeting and planninb

Adequate staff to prepare and maintain.

Getting better input and setting reasonable goals for planning and budgeting purposes

More long range planning process

We need more realism in our growth projections

Additional staffing and training

If I had more time to invest in it.

Speed up the process

Work towards rolling forecasts rather than annual budgets.

Integrate "Daily Management" with "Management Accounting"

Have our engineering department devote more time to long term capital planning, this would then facilitate better financing planning, capital maintenance and long term capital investment requirements.

Revenue and G&A cost

Reduce heavy reliance on budget

What can you accomplish realistically in one year.

Have people take more time preparing prior to starting their planning activities

Focus on significant projects and not the details.

Linking planning with budgets with cash plans and capital plans

tie longer-term financial information to the planning process rather than the short-term budget solution

Formailze process and commitment with Executive Team.

More time for analysis

Better incorporation of consideration of strategic risks.

Management commitment to processes and the strategic plan.

Create better links between planning processes.

Emphasis placed on change, it seems to be difficult to implement improvements.

Use of more technology

Flow of Communication

Enforce adherence to goal dates and deadlines

need adequate resources for higher level planning

Greater company involvement

I would like to see better integration between all the various/disparate planning processes (strategic, tactical, financial, enterprise risk, etc).

Getting individuals to have a broader business perspective and associated skills (and using them)

Select the individuals involved in the process who have an open mind to changing the status quo and not undermind the process.

The results of our organization’s key financial and non-financial outcomes (e.g. profits, margins, volumes, market share, etc.) show an improving trend.

6.5% (31)

20.6% (98)

42.0% (200)

25.6% (122)

5.3% (25)

These key financial and non-financial outcomes have results that are comparable with/better than direct competitors or equivalent organizations

5.8% (28)

17.4% (84)

43.2% (208)

27.2% (131)

Very Limited

31

6.5%

Limited

98

20.6%

Moderate

200

42.0%

Great

122

25.6%

Very Great

25

Very Limited

28

5.8%

Limited

84

17.4%

Moderate

208

43.2%

Great

131

27.2%

Very Great

31

Entire corporate entity

374

76.6%

Business unit, division, or corporate headquarters group

114

1–49

114

24.0%

50–99

38

8.0%

100–249

78

16.4%

250–499

57

12.0%

500–999

45

9.5%

1,000–4,999

74

15.6%

5,000–9,999

21

4.4%

10,000–24,999

18

3.8%

25,000–49,999

11

2.3%

50,000 or more

18

3.8%

Does not apply

1

1–50

13

12.1%

51–250

19

17.8%

251–1000

9

8.4%

1001–10,000

7

6.5%

10,000+

5

4.7%

Does not apply

54

Under $10 Million

106

21.7%

Over $10 Million–$100 Million

172

35.2%

Over $100 Million–$500 Million

96

19.7%

Over $500 Million–$1 Billion

32

6.6%

Over $1 Billion–$5 Billion

43

8.8%

Over $5 Billion–$10 Billion

10

2.0%

Over $10 Billion

29

CEO

7

5.1%

COO

3

2.2%

President

2

1.4%

CFO

42

30.4%

CAO

2

1.4%

VP

3

2.2%

Director

22

15.9%

Controller

23

16.7%

Accounting/Audit Manager

15

10.9%

Tax Manager

0

0.0%

Technology Manager

0

Staff

9

6.5%

Other (please specify)

10

Manag

I am retired only do pro bono work

Not currently employed

Country CFO

Finance Manager

Internal Audit

PARTNER

AVP Business Unit Controller

senior analyst

Principal

Production Systems / Quality Engineer