SI activities in literature and in the interviews
| General activities | Detailed activities | Definition in literature | IBP characteristics in the interviews | Examples of interview quotes |
|---|---|---|---|---|
| Conceptualizing | Structure and process matching | Aligns teams and processes around a strategic intent | IBP creates alignment around a common goal by enabling joint decision-making | “The biggest benefit […] is that we can now articulate what our goals are on a firm level. Everybody works together on the same goals.” #23 |
| Resource matching | Ensures the necessary means (financial means, time, personnel) for SI | IBP ensures resource allocation based on strategic goals | “[The IBP process] is basically how you prioritize your activities and your resources and your financial resources over the whole company.” #13 | |
| Monitoring | Follows-up the progress of SI | IBP monitors progress of SI using a combination of hard and soft metrics | “The complete strategy [ …] is allocated to the different parts of the IBP process. Then you can start the decision-making with a question: Okay, where are we with these? And it doesn’t have to be hard metrics [that are being discussed], it can be anything.” #29: 2 | |
| Enacting | Framing | Communicates the rationale and content of the strategy | IBP provides a forum for strategy communication | “We have emphasized the strategy, strategy implementation and communication a lot [in the IBP process].” #15 |
| Negotiating | Involves stakeholders exchanging views on strategy based on their goals, interests and understandings | IBP provides a forum for discussing the practical implications of the strategy with the help of different scenarios and data visualization | “[With IBP, you] bring the right people to the table and have them sort of look at the same data and reality and align their priorities. What do we do now?” #13: 2 | |
| Coordinating | Reconceptualizing: from enacting back to conceptualizing (re-evaluating strategic plans) | Builds a cohesive pattern of action for all the activities above | IBP provides an iterative feedback mechanism for reconceptualizing strategy | “IBP ensures the implementation of the strategy and sends a signal that the strategy may need to be revised.” #1 |
| Formal control | Documented mechanisms to steer behavior | IBP is a process that is typically documented in detail | “All divisions need to implement monthly tactical planning in the same way, so that it’s defined what the activities are. […] An important thing is that there is a defined frequency [for the process], defined roles and responsibilities and so on.” #30 | |
| Informal control | Unwritten mechanisms that form a commonly accepted conduct | Culture also defines how people behave and work in IBP | “Do you have a culture where management knows all the right answers, and even small decisions are escalated upwards? [ …] IBP doesn’t fit very well into this kind of culture, whereas a culture that empowers people to make decisions [works better].” #31 |
| General activities | Detailed activities | Definition in literature | IBP characteristics in the interviews | Examples of interview quotes |
|---|---|---|---|---|
| Conceptualizing | Structure and process matching | Aligns teams and processes around a strategic intent | IBP creates alignment around a common goal by enabling joint decision-making | “The biggest benefit […] is that we can now articulate what our goals are on a firm level. Everybody works together on the same goals.” #23 |
| Resource matching | Ensures the necessary means (financial means, time, personnel) for SI | IBP ensures resource allocation based on strategic goals | “[The IBP process] is basically how you prioritize your activities and your resources and your financial resources over the whole company.” #13 | |
| Monitoring | Follows-up the progress of SI | IBP monitors progress of SI using a combination of hard and soft metrics | “The complete strategy [ …] is allocated to the different parts of the IBP process. Then you can start the decision-making with a question: Okay, where are we with these? And it doesn’t have to be hard metrics [that are being discussed], it can be anything.” #29: 2 | |
| Enacting | Framing | Communicates the rationale and content of the strategy | IBP provides a forum for strategy communication | “We have emphasized the strategy, strategy implementation and communication a lot [in the IBP process].” #15 |
| Negotiating | Involves stakeholders exchanging views on strategy based on their goals, interests and understandings | IBP provides a forum for discussing the practical implications of the strategy with the help of different scenarios and data visualization | “[With IBP, you] bring the right people to the table and have them sort of look at the same data and reality and align their priorities. What do we do now?” #13: 2 | |
| Coordinating | Reconceptualizing: from enacting back to conceptualizing (re-evaluating strategic plans) | Builds a cohesive pattern of action for all the activities above | IBP provides an iterative feedback mechanism for reconceptualizing strategy | “IBP ensures the implementation of the strategy and sends a signal that the strategy may need to be revised.” #1 |
| Formal control | Documented mechanisms to steer behavior | IBP is a process that is typically documented in detail | “All divisions need to implement monthly tactical planning in the same way, so that it’s defined what the activities are. […] An important thing is that there is a defined frequency [for the process], defined roles and responsibilities and so on.” #30 | |
| Informal control | Unwritten mechanisms that form a commonly accepted conduct | Culture also defines how people behave and work in IBP | “Do you have a culture where management knows all the right answers, and even small decisions are escalated upwards? [ …] IBP doesn’t fit very well into this kind of culture, whereas a culture that empowers people to make decisions [works better].” #31 |
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