There are several reasons— including that the question itself may be flawed—why executives often wonder why the numbers keep changing in their planning processes.
Executives may hinder their companies' performance with ‘communistic planning principles’ similar to ones used in the Soviet Union without even realizing it.
If you believe 'execution' is where the results are made, you may be incompetent in your role—or at the very least, be unnecessarily leaving money on the table.
There is a simple reason why organizations implementing cross-functional planning processes, like 'rolling forecasting,' struggle to get buy-in from stakeholders.
Despite the numerous flaws of ‘traditional planning’ and ample evidence for ‘better’ alternatives, sticking to the status quo may still be the best option for many.
In business, most arguments against planning are misconceptions rooted in ‘this is how we’ve always done it,’ rather than in the principles of effective planning.
