什么是商业计划?
This week, Nucleus Research launched the Guidebook on Connected Planning with Anaplan, a detailed analysis that offers a deeper, more qualitative analyses of Nucleus’s initial findings. It explains why current customers chose Anaplan, outlines best practices for the Anaplan platform, describes the future of business planning, and elaborates on the many benefits that companies are receiving from Connected Planning.
\nIt’s an engaging and forward-looking study, and I recommend a read!
\nIn this post, I’d like to dig deeper into the enormous number reported by Nucleus: 72 million. How is it that 72 million workers are involved in business planning? Who are they? What does the size of this number tell us about the future of business worldwide?
\nI plan, you plan—we all plan
\nTo explain how 72 million workers are involved in business planning, we first need to answer a more basic question: What is business planning? This question gets to the heart of what we do at Anaplan, and speaks to what our platform is doing for companies around the globe.
\nAs Nucleus notes in its report, business planning is undergoing major changes. At one time, “planning” meant a once-a-year activity (potentially once a quarter) performed by a specific business functions, usually finance. The very idea of “business planning” implied a functional division: Some people in a company were responsible for making plans and the rest were responsible for carrying them out.
\nToday, Nucleus points out, this notion of planning is becoming increasing outmoded. This is due to a host of reasons, including the increasing pace of business, the effects of digital transformation on the worldwide economy, the ways information now flows around the globe, and the way the cycle of disruption characterizing the tech space has now penetrated nearly all verticals. Together, these trends have pushed companies toward two realizations:
\n- \n
- To stay competitive, companies are shifting planning from an occasional activity to an ongoing process. \n
- To stay flexible, companies are recognizing that “planning” describes activities in all business functions. \n
It is this second point that contextualizes Nucleus’s findings. Let’s examine it.
\nConnecting the enterprise by expanding the definition
\nWhen planning is viewed as a top-down activity, pivoting an enterprise becomes the equivalent of reorienting around a huge battleship or an aircraft carrier: It’s slow, painful, and cumbersome.
\nToday, companies still tied to this old process are falling behind. In today’s market, companies that can pivot with increasing speed are more likely to be successful.
\nTo realize this goal, companies are quickly learning that it’s significantly easier to shift when the company can move as a single, connected organism. The goal today is to be less a lumbering battleship and more a nimble, connected fleet, quickly shifting formation when confronting a new environment, speedily reacting to changes in the market.
\nAchieving this state of constant readiness isn’t easy. Yet it may be the most significant way today’s businesses can prepare themselves for the future.
\nCrucially, the way to do this is to make sure that every single component of a company is constantly adjusting itself based on input from every department across the company. When decisions anywhere are built on input from the across the business (each part of which is also changing dynamically), shifting the enterprise to accommodate new information isn’t a cumbersome task. Rather, it’s built into the way the company functions.
\nPlanning is everything
\nSo how are companies doing this? The most advanced ones are achieving this state of constant readiness by putting the entire company on a single platform that ensures the free flow of data and information across functions and units. But doing this requires a more fundamental shift. That shift is to acknowledge the point above: Business planning isn’t what a few people in a company do. It’s what happens in every unit in the company.
\nAs Nucleus’s Guidebook explains, companies who are increasing their flexibility are those that view planning not as the purview of a small number of stakeholders, but as a distributed activity that happens across the enterprise. This includes:
\n- \n
- Sales, who plans when they forecast sales, create territories and quotas, develop compensation plans, and segment accounts \n
- Finance, who plans when they set budgets, forecast revenues, perform profitability analyses, and provide guidance to the rest of the company \n
- Supply Chain, which is responsible for demand planning, supply planning, and inventory and merchandise optimization \n
- HR, who plans when they forecast headcount, succession, and set global compensation \n
- IT, who plans when they set budgets and analyze current and potential systems \n
- Marketing, who plans when they base campaigns on ROI analyses, forecast pipeline influence, and project budgets \n
These are only some examples. Put together, these spread-out forms of planning combine to form an entire enterprise.
\nIn the modern enterprise, each business unit may still be responsible for its area of expertise. But each business unit is able to think faster and see further around corners when it knows what the rest of the company is thinking.
\nPut differently, planning today isn’t a just top-down activity; it’s also a bottom-up, sideways-in, round-about, through-the-middle activity, tying the whole company together.
\n72 million—and beyond!
\nOnce companies recognize that planning happens everywhere, it’s only a short step to figuring out how to make sure that all these planners are working together, all the time. The way to do that is to put all of them on a single platform built specifically to enable this kind of connection.
\nSo who are these 72 million planners? In short, they’re everyone. They’re located in every area of the company. As Nucleus Research indicates, the job of every single one of these planners becomes easier when he or she is connected to the rest of the enterprise.
\nAs companies start to incorporate these shifts into their planning processes, we expect that 72 million may ultimately be an underestimation of both the number of business planners and the number of people whom Connected Planning would bring increased flexibility and productivity.
\nTo learn more, read the Nucleus Guidebook, or learn more about the Anaplan platform.
\n| We surveyed over 1,000 companies. See what we learned. | \nRead the survey | \n
去年秋天，当anplan首次公开募股时，我们委托独立分析公司Nucleus Research对Connected Planning在全球范围内的总目标市场(TAM)进行评估。根据国际劳工组织(ILO)的数据，Nucleus确定了这一点7200万年全世界的工人都参与商业计划。这是一个巨大的数字，说明了互联规划在改变全球业务方面的潜力。
本周，核研究公司推出了使用图则进行连接规划指南，这是一份详细的分析报告，对纽核力的初步发现进行了更深入、更定性的分析。它解释了当前客户选择anplan的原因，概述了anplan平台的最佳实践，描述了业务规划的未来，并详细说明了公司从互联规划中获得的许多好处。
这是一项引人入胜且具有前瞻性的研究，我建议你阅读一下!
在这篇文章中，我想深入挖掘Nucleus所报道的大量数据:7200万年。这是怎么回事7200万年员工参与商业计划?他们是谁?这个数字的规模告诉我们全球商业的未来是什么?
我计划，你计划，我们都计划
来解释7200万年员工参与商业计划，我们首先需要回答一个更基本的问题:什么是商业计划?这个问题触及了我们在anplan所做的事情的核心，也谈到了我们的平台为全球各地的公司所做的事情。
正如Nucleus在报告中指出的那样，该公司正在进行业务规划重大变化。曾经，“计划”是指由特定业务职能部门(通常是财务部门)执行的一年一次的活动(可能是一个季度一次)。“商业计划”这个概念本身就暗示着职能分工:公司里的一些人负责制定计划，其他人负责执行计划。
纽核力指出，如今，这种规划观念正变得越来越过时。这是由一系列原因造成的，包括商业节奏的加快、数字化转型对全球经济的影响、信息在全球范围内流动的方式，以及以技术领域为特征的颠覆周期现在几乎渗透到所有垂直领域。总之，这些趋势促使企业实现了两种认识:
- 为了保持竞争力，公司正在将计划从偶尔的活动转变为持续的过程。
- 为了保持灵活性，公司认识到“计划”描述了所有业务功能中的活动。
正是这第二点将纽核力的发现置于背景之中。让我们来检验一下。
通过扩展定义连接企业
当规划被视为一种自上而下的活动时，调整企业的方向就相当于调整一艘巨大的战舰或一艘航空母舰的方向:这是缓慢、痛苦和繁琐的。
今天，仍然依赖于这种旧流程的公司正在落后。在今天的市场中，能够快速转向的公司更有可能取得成功。
为了实现这一目标，公司很快就认识到，当公司作为一个单一的、相互联系的有机体移动时，转变要容易得多。今天的目标是少做一艘笨重的战舰，多做一支灵活、互联的舰队，在面对新环境时快速变换队形，迅速对市场变化做出反应。
达到这种时刻准备就绪的状态并不容易。然而，这可能是当今企业为未来做好准备的最重要的方式。
至关重要的是，做到这一点的方法是确保公司的每个组成部分都在根据公司各个部门的输入不断调整自己。当任何地方的决策都是建立在来自整个业务(其中的每个部分也在动态变化)的输入的基础上时，转移企业以适应新信息并不是一项繁琐的任务。相反，它是与生俱来的公司的职能。
计划就是一切
那么，企业是如何做到这一点的呢?最先进的技术是通过将整个公司放在一个平台上，确保数据和信息在职能和单位之间自由流动，从而实现这种持续的准备状态。但这样做需要更根本的转变。这种转变是为了承认上面的观点:商业规划不是公司里的几个人所做的。这在公司的每个部门都会发生。
正如Nucleus’s Guidebook所解释的那样，正在增加灵活性的公司不是将计划视为少数涉众的权限，而是将其视为在整个企业中发生的分布式活动。这包括:
- 销售，当他们预测销售、创建区域和配额、制定薪酬计划和细分账户时，他们会制定计划
- 金融当他们制定预算、预测收入、进行盈利分析并为公司其他部门提供指导时，他们会制定计划
- 供应链，负责需求计划，供应计划，库存和商品优化
- 人力资源他们会在预测员工数量、继任和设定全球薪酬时做出计划
- 它他们在制定预算和分析当前和潜在系统时进行计划
- 市场营销，他们根据ROI分析、预测管道影响和项目预算制定活动计划
这些只是一些例子。把这些分散形式的计划放在一起，就形成了一个完整的企业。
在现代企业中，每个业务单位可能仍然负责其专业领域。但是，当每个业务部门知道公司其他部门在想什么时，它就能够更快地思考，看得更远。
换句话说，今天的计划不仅仅是自上而下的活动;这也是一种自下而上的、横向的、迂回的、贯穿中间的活动，将整个公司联系在一起。
7200万，甚至更多!
一旦企业认识到规划无处不在，那么要想弄清楚如何确保所有这些规划者在任何时候都在一起工作，就只是迈出了很短的一步。要做到这一点，方法是把所有这些都放在一个专门为实现这种连接而构建的平台上。
这些人是谁7200万年规划师?简而言之，他们就是所有人。他们分布在公司的每一个区域。正如Nucleus Research所指出的那样，当这些计划人员与企业的其他部门联系起来时，他们的工作变得更加容易。
随着公司开始将这些转变纳入他们的规划过程，我们期望7200万年可能最终低估了商业规划师的数量，以及互联规划将带来更高灵活性和生产力的人数。
要了解更多信息，请阅读核指南，或了解更多关于anplan平台的信息。
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