Performance Management Shared Interest Group

The following is a picture of the Integrated Reporting framework that is available from the IFRS here (IR Framework Download)

The reason that I posted this picture and framework is to highlight the fact that it depicts the framework that organizations should be using
to drive modern financial planning that it capable of supporting complex decisions and for optimizing enterprise value. I have actually mentioned this in a couple of the webinars that i have done.  In fact, the absence of such frameworks is one of the primary reasons why organizations struggle to effectively leverage  AI and prescriptive analytics.  What's not being recognized within the finance community is that the models required to support advanced planning objectives are not based on charts of accounts alone, but on processes and outcomes.  What's also of note is that innovations in the manufacturing sector already provide the means to support ESG, operational, financial, cash flow, profitability planning using this one framework.  So my questions to the group are this.  1) Are you familiar with this framework?  2)  Do you recognize it as a foundation for planning, performance management and governance?  3)  Do you recognize what it is worth?  In my webinars, i have argued this framework is worth hundreds of Billions to manufactures alone.  I'd be interested in your thoughts.

------------------------------
Dean Sorensen
Gig Harbor WA
United States
------------------------------

I'm familiar with the Integrated Reporting Framework, but I have primarily seen it applied for external reporting to shareholders and other stakeholders.  The benefits it can provide for internal decision support and decision making have not been the focus of most discussions or presentations I have seen on Integrated Reporting.   

It is clear that traditional financial reporting is sadly deficient for internal decision support.  The 6 capitals provide a much more inclusive and comprehensive view of an organizations value creating capability.   I have not seen any software or systems that seek to create data, information,  and reports to support IR in a wholistic, integrated way.   

I'd be very interested in hearing more examples of how organizations have used IR to improve their value creation and profitability.

------------------------------
Larry White CMA,CFM,CSCA
------------------------------

It's a familiar model. There are variations and other initiatives that come to a similar outcome. 

For its application I would distinguish between strategic planning and the more regular planning cycles (and management processes more broadly). While I have seen the perspectives offered by the model being thoroughly considered in strategy and strategic planning exercises, for the regular planning, forecasting, and management processes the elements of this model will be mostly disjointed and some all but ignored. 

I'd be very interested to hear if any organizations actually successfully integrated these perspectives in their regular "FP&A" / Management processes. (Successfully to me means that outcomes have changed, so not just planning and reporting for their own sake). 

Thanks for starting this fascinating discussion Dean! 

------------------------------
Hessel H. Brouwer
------------------------------

Original Message:
Sent: 03-20-2026 05:54 PM
From: Larry White
Subject: Integrated Reporting & Thinking Framework As a Framework For Modern Financial Planning

I'm familiar with the Integrated Reporting Framework, but I have primarily seen it applied for external reporting to shareholders and other stakeholders.  The benefits it can provide for internal decision support and decision making have not been the focus of most discussions or presentations I have seen on Integrated Reporting.   

It is clear that traditional financial reporting is sadly deficient for internal decision support.  The 6 capitals provide a much more inclusive and comprehensive view of an organizations value creating capability.   I have not seen any software or systems that seek to create data, information,  and reports to support IR in a wholistic, integrated way.   

I'd be very interested in hearing more examples of how organizations have used IR to improve their value creation and profitability.

------------------------------
Larry White CMA,CFM,CSCA
------------------------------

I believe my paper on "Monthly Reporting on Organization Performance" constitutes Internal reporting for organizations.

A revision has just been made to the SSRN paper. There is an Executive Summary covering the main points, which in brief are as follows:

·         Combined operational and financial summaries.

·         Continuity business reports showing performance for each important stakeholder.

·         Strategic change reports based on strategy maps and kpi per stakeholder.

The continuity business reports are an important basis as I see it because they cover critical going concern, safety, and compliance issues for the entire organization.

Appendices on business failures and major accidents over many years show the importance of internal weaknesses and learning difficulties.  

The paper is logical but needs empirical support from business trials. It is now available at:

https://doi.org/10.2139/ssrn.4830384

------------------------------
Geoff Williams Retired Member CA ANZ
GLW Analysis Services Pty Ltd
Melbourne VIC
Australia
------------------------------

Original Message:
Sent: 03-21-2026 10:04 AM
From: Hessel H. Brouwer
Subject: Integrated Reporting & Thinking Framework As a Framework For Modern Financial Planning

It's a familiar model. There are variations and other initiatives that come to a similar outcome. 

For its application I would distinguish between strategic planning and the more regular planning cycles (and management processes more broadly). While I have seen the perspectives offered by the model being thoroughly considered in strategy and strategic planning exercises, for the regular planning, forecasting, and management processes the elements of this model will be mostly disjointed and some all but ignored. 

I'd be very interested to hear if any organizations actually successfully integrated these perspectives in their regular "FP&A" / Management processes. (Successfully to me means that outcomes have changed, so not just planning and reporting for their own sake). 

Thanks for starting this fascinating discussion Dean! 

------------------------------
Hessel H. Brouwer
------------------------------


Original Message:
Sent: 03-20-2026 05:54 PM
From: Larry White
Subject: Integrated Reporting & Thinking Framework As a Framework For Modern Financial Planning

I'm familiar with the Integrated Reporting Framework, but I have primarily seen it applied for external reporting to shareholders and other stakeholders.  The benefits it can provide for internal decision support and decision making have not been the focus of most discussions or presentations I have seen on Integrated Reporting.   

It is clear that traditional financial reporting is sadly deficient for internal decision support.  The 6 capitals provide a much more inclusive and comprehensive view of an organizations value creating capability.   I have not seen any software or systems that seek to create data, information,  and reports to support IR in a wholistic, integrated way.   

I'd be very interested in hearing more examples of how organizations have used IR to improve their value creation and profitability.

------------------------------
Larry White CMA,CFM,CSCA