Strategic planning benchmarks – the latest data and analysis
Strategic planning
Strategic Planning Benchmarks 2026 report – digital strategy
Benchmarks reveal widespread data use, AI as a growing focus and ongoing digital transformation
This year marks the second iteration of the Strategic Planning Benchmarks. The 2026 dataset reveals more details about the ways strategic planning teams are using data and digital platforms, as well as their continued focus on organisation-wide digital transformation, payments reform and – increasingly – the use of artificial intelligence.
Charts
Cascading plans
One of the challenges of strategic planning is ‘cascading’ the plan from the top managers who approve it down to the staff who need to implement it. Some central banks achieve this in part by linking progress towards the plan to staff annual reviews.
For the full breakdown, use the benchmarking service’s interactive charts to explore the data.
Strategic Planning Benchmarks 2026 – model banks analysis
Additional data breakdowns shed light on different planning approaches across cohorts
Strategic Planning data
View the full breakdown of the Strategic Planning Benchmarks.
Strategic Planning Benchmarks 2026 – model banks analysis
Additional data breakdowns shed light on different planning approaches across cohorts
Strategic Planning Benchmarks 2026 – executive summary
Data reveals shifting focus of strategic plans, plus data use and AI adoption
Strategic Planning Benchmarks 2026 Charts
Take a deep dive into the Strategic Planning Benchmarks charts, which have just been released for 2026.
Strategic Planning Benchmarks 2026 report – digital strategy
Benchmarks reveal widespread data use, AI as a growing focus and ongoing digital transformation
Three-fifths of central banks use strategic progress monitoring tools
Respondents with wider set of objectives report highest usage of tools
Central banks increasingly use KPIs for strategic planning
Practice more widespread in jurisdictions that link annual reviews to all staff
Strategic control processes often data driven
Processing is implemented quarterly or bi-annually across jurisdictions
Annual reviews usually linked to strategic plans for some staff only
Remuneration commonly not linked with progress on strategic goals