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PROCESS • ANALYTICS • TECHNOLOGY 1© 2014 Copyright Genpact. All Rights Reserved.
Percentage of respondents that consider their Planning & Budgeting function as “decentralized”
The lower the maturity of the FP&A organization, the more de-
centralized the Planning & Budgeting function
Optimal Target Operating Model
High Maturity 22
Med. Maturity 29
Low Maturity* 53
* Self-declared
For the core processes (i.e. Planning & Budgeting), how would you rank the level of centralization of the related organization for your
firm in 2013? (Centralized across business units, Partially Centralized across business units, Decentralized)
Source: Zenesys, Genpact sponsored research of 150+ cross industry FP&A executives

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The lower the maturity of the FP&A organization, the more de- centralized the Planning & Budgeting function

  • 1. PROCESS • ANALYTICS • TECHNOLOGY 1© 2014 Copyright Genpact. All Rights Reserved. Percentage of respondents that consider their Planning & Budgeting function as “decentralized” The lower the maturity of the FP&A organization, the more de- centralized the Planning & Budgeting function Optimal Target Operating Model High Maturity 22 Med. Maturity 29 Low Maturity* 53 * Self-declared For the core processes (i.e. Planning & Budgeting), how would you rank the level of centralization of the related organization for your firm in 2013? (Centralized across business units, Partially Centralized across business units, Decentralized) Source: Zenesys, Genpact sponsored research of 150+ cross industry FP&A executives