I’ve focused attention of integrated business planning for the past several years as our benchmark research on business planning and other related topics consistently finds companies are not getting enough of a return on the considerable amount of time and effort they spend on budgeting and planning. Moreover, the current economic climate makes substantive contingency planning more important than ever. Our research finds that there is a great deal of planning going on. Most managers and executives participate in multiple planning exercises, although these are focused on their own business silo and do not have a firm, ongoing connection with other plans. Unfortunately, this leads to a lack of coordination between various parts of the organization because the plans in one area are only vaguely understood by others. Moreover, when changes take place in the future outlook of one part of the business, they are not immediately communicated (or communicated in sufficient detail) to everyone that would benefit from this knowledge. The main form of integrated business planning is the annual budget and the periodic budget review and re-forecast. However, this is relatively short-term and financially focused, usually does a poor job of projecting the operational aspects of a changing business landscape and is not always in sync with the company’s various operating plans. Even when companies do some integrated operational planning, it often does not do a good job of measuring the financial impact of changes in the operational forecast because the models use simplistic financial assumptions that can quickly become outdated.