The duties of the modern business controller are changing rapidly. Companies are increasingly shifting to a way of working in which data from various departments are central to planning. Not only financial data, but also data from supply chain, sales, marketing and HR play a crucial role in this. This creates new challenges such as complex forecasts and clarifying the division of roles between departments. During The Future of Forecasting 2024, four progressive companies shared their vision and approach.
Jumbo Supermarkets: you can only improve the planning process step by step
For a large supermarket chain like Jumbo, it is essential to respond quickly to market changes. The company is taking big steps toward Integrated Business Planning (IBP), but as Jochem Westeneng of Jumbo emphasizes: IBP is not an end station, but an ambition. The process requires not only time, but also a culture change within the organization. According to Jumbo, it is better to focus on short-term improvements than to lose yourself in everything that is needed for the ultimate IBP model. A solid foundation is the key to continue building.
Heineken: good tooling is your best friend
At Heineken, the future of FP&A is all about strategic value creation. Business controllers should no longer be under pressure to constantly produce new reports, believes Pieter van Loosbroek. The priority is on high-quality forecasts that reinforce strategic decisions. Quality over quantity, that's the bottom line. Through advanced tools and data-driven decision-making, Heineken is significantly increasing the reliability of forecasting models. In doing so, Heineken sees a crucial role for controllers in the transition to IBP - a role that goes beyond numbers, and makes an impact on a strategic scale.
PepsiCo: IBP is the beginning, not the final destination
Although PepsiCo has reached a high level of maturity in terms of IBP, the company does not see it as the end point. Frank Bergsma believes that IBP is only a starting point for further integration and continuous improvements within your organization. In addition, there is no universal IBP solution for the entire organization; each part within the planning process requires different input from different departments. This means that custom adjustments are always needed, especially for a multinational company like PepsiCo. Even when IBP is fully integrated, optimization remains a constant priority. This ability to self-reflect and adapt ensures that PepsiCo remains agile in a dynamic market.
Finext: Financials as strategic pawns in IBP
At Finext, we believe that the role of financials within the planning process must change. Reactive reporting is no longer sufficient in an environment where proactive input is crucial. With the right tools, training, processes, and discipline, the business controller of the future will be the engine behind the IBP process. Only with this can your organization move away from
When you become a driving force in value creation, your role shifts from executor to strategic connector. You then act as the crucial cement between the bricks in the IBP process.
We believe that financials should grab this opportunity for a key position within the IORP process with both hands. That way, you will make a real impact within your organization.
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