Management decisions define how the organisation runs. These decisions when bad, put teams into a frustrating situation; when decisions turn out to be good, they move the organization forward.

The onus of these bad decisions doesn’t just fall on the leader; we found other elements that make leaders make these bad decisions. We call them ‘5 Sins of Business Performance Management’.

Sin 1: Trusting inaccurate data

FP&A teams face various challenges when dealing with siloed data sources. Inaccurate data is one of the most significant challenges, leading to a loop that can be difficult to break out of. This loop begins with relying on data to make decisions and ends with taking feedback and using the same data again. Inaccurate data can prevent the team from achieving their goals, forcing them to revisit the data and make new decisions.

Additionally, siloed data sources often require manual data input, leading to inefficient processes. They make it difficult for FP&A teams to be agile and adapt quickly to changing circumstances.

Sin 2: Relying on outdated Technology

Technology is the backbone of FP&A operations, driving the organization's entire Business Performance Management (BPM) requirements. To enhance the financial capabilities of the organization, it is crucial that the technology used is up-to-date. However, some leaders rely on outdated legacy systems, which is an interesting choice.

In a recent survey conducted by CFO.com, 42% of respondents reported spending more than 20 hours on spreadsheets for planning, budgeting, and reporting. 

By embracing new technologies, leaders can significantly reduce the time spent on these tasks and allocate resources to other important activities.

Sin 3: Sticking only to budgets and plans

Budgets and plans are important tools for organizations to set goals, allocate resources, and measure performance. However, organizational leaders need to remain flexible and adaptable, especially in the face of changing circumstances.

If sticking to a budget or plan no longer makes sense or is hindering the organization's ability to succeed, then it may be necessary to deviate from it. Modern organizations cannot miss out on being agile. Admist the rapidly changing business world, sticking rigidly to a budget or plan might be a bigger disaster than deviating from the path decided.

Hence, the key to successful business performance management is finding the right balance between sticking to a plan and adapting to changing circumstances as necessary.

Sin 4: Losing the birds-eye view

Losing the birds-eye view, or the ability to see the big picture, is a significant challenge in business performance management. When organizational leaders are focused solely on the day-to-day operations, they may lose sight of the organization's overarching goals and objectives. This can result in a lack of strategic direction, which may hinder the organization's ability to achieve long-term success.

Without a clear understanding of the big picture, it can be challenging to identify areas for improvement, measure progress, and make informed decisions. Additionally, without a birds-eye view, leaders may not be aware of external factors that could impact the organization's performance, such as changes in the market or shifts in consumer behaviour.

Therefore, maintaining a birds-eye view is essential for effective business performance management. By regularly reviewing the organization's goals, objectives, and key performance indicators, leaders can stay informed about the organization's progress and make data-driven decisions to drive growth and success.

Sin 5: Not involving stakeholders

Failing to involve relevant stakeholders in the Business Performance Management (BPM) process can lead to various negative consequences. Without stakeholder input, the plans & budgets may not align with the organization's goals and objectives, resulting in resistance to the plan and a lack of buy-in. 

The '5 Sins of Business Performance Management' are common mistakes that leaders make when managing their organization's financial performance. These include trusting inaccurate data, relying on outdated technology, sticking only to budgets and plans, losing the birds-eye view, and not involving stakeholders. Inaccurate data can lead to inefficient processes, while outdated technology can waste valuable time. 

Sticking rigidly to budgets and plans can hinder an organization's ability to succeed, while losing the birds-eye view can result in a lack of strategic direction. Finally, not involving stakeholders can lead to resistance and missed opportunities. By avoiding these sins, leaders can make better decisions and improve organizational performance.