I've been doing some reading to prep for my next more empirical research project. In that I've been focusing on judgment and decision making around forecasting and planning. Two thoughts come to mind. First, in the PACE model we have columns for Strategy Formation, Strategy Validation, and Strategy Execution, do we need to more explicitly integrate the operationalization of the strategy, especially the behavioral and control components, in the framework? Clearly, some of this is intended in the Strategy Execution column as sub-headers include "Forecasting and Decision Making". How can we best flesh out the role of planning, motivation, performance evaluation, etc. in the implementing the PA Framework within an organization?
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From a (hard) technical point of view, The PA framework synthesis is well balanced. I would may be insist more on competitive and business intelligence.
Where I would develop is on the "soft" side i.e The Company culture, The Cognitive biases, the springs of motivation, the complex relationship between forecasting, objectives and compensation schemes (commission, bonuses,...
Finally, may be make it clearer that strategy, decision making,.. are common/interdiscipline responsabilities with final say to top management. Finance is a support function and as such partnership/influencing the other functions as well as technically supporting them is its role.