The Digital CFO in Consumer Goods

2014 High Performance Finance Research
The new focus for
the digital CFO
Consumer
Goods and Services
Results

Copyright © 2014 Accenture All rights reserved.
2
High Performance Finance Research 2014
Accenture has a legacy of finance research, covering five phases:
Accenture’s ongoing research into the role of finance and enterprise performance mastery in an organization’s journey to High Performance
High Performance Business Research Phase I (2003)
High Performance Finance Research Phase II (2004/06)
High Performance Finance Research Phase III (2007/08)
High Performance Finance Research Phase IV (2010/11)
High Performance Finance Research Phase V (2013/14)
•In 2003, Accenture launched a research study to empirically determine the key ingredients of a high-performance business
•Thus far, over 6,000 companies have been studied, including more than 500 that meet our criteria as high performers
I
•Investigated the role of finance in overall high performance
•Over 150 CFO interviews globally and 170+ companies benchmarked
•Ongoing study of the relationship between the finance function and high performance.
•Conducted 14 group interviews with 100 finance executives from Global 500 companies
•Explored the most pressing global challenges for finance executives
•How they addressed these challenges.
•The strategies and practices leading organizations employed to contribute to high performance in finance and the enterprise at large
•Explored the environment that impacts Finance and creates a gap between laggards and high performance finance organizations
•Priorities of HPF organizations may be aligned to Customers of Finance, while laggards may focus on transactional activities and are disconnected from customer priorities
•Investigated the impact of globalization and technology on the CFO agenda, and how finance organizations establish the foundation for the digital enterprise by simplifying processes and enabling analytics to drive economic outcomes
•Main focus lies on the themes the Digital Enterprise and CFO Led Transformation
II
III
IV
V

3
Relevance of this research
Almost 40% of respondents represent companies with revenues in excess of US$10bn
The findings in this research are based on interim findings from 617 Global respondents versus 56 Consumer Goods and Services respondents
Respondents were evenly spread across all major geographic regions
62% of respondents were CFOs and the remainder were other senior finance executives

4
Key findings | Global
Managing volatility
Navigating complexity
The CFO as architect of business value
•Finance functions have made significant progress in addressing powerful external forces that affect performance
•Compared with our 2011 study, a lower proportion of CFOs say that regulation, permanent volatility, big data and analytics, and talent, are having a high impact on the performance of their finance function
•CFOs are more satisfied with the performance of their teams than at any time since 2008
•Many of the key challenges facing finance relate to complexity, including complex legacy systems, addressing multiple stakeholders needs, supporting complex operating models, and mitigating new and complex risks
•CFOs are structuring finance so that it has the flexibility to respond to complexity. They are implementing new operating models and technologies—a common theme is standardization
•Companies are reducing their focus on cost control, and placing greater emphasis on growth activities
•23% expect that their CFO will drive a broad enterprise transformation agenda in two years’ time
The rise of digital on the CFO agenda
•Many organizations are planning to invest heavily in digital technologies
•Most organizations are at a relatively early stage of harnessing big data
•CFOs are not just involved in digital technology investment decisions; some are getting in the driver’s seat
High-performance businesses have more influential CFOs
•They are more likely to report high levels of satisfaction with their finance function
•They tend to have CFOs who have seen their strategic influence grow in recent years
•They are more likely to have carried out operating model rationalization
•They tend to have finance leaders that are more engaged in assessing technology investments

5
Key findings | Consumer Goods and Services (CG&S)
Key challenges facing the CG&S CFO
Key priorities
Key digital investments
•Navigating permanent volatility, and also dealing with changes in the regulatory environment
•Ensuring that the finance function is effective and flexible in delivering what the business needs
•Dealing with legacy systems and managing new and complex risks
•Finding the resources to execute transformation plans and overcoming resistance to change
•Adoption of big data/analytics to accelerate insights and drive integration of business services
•Providing insightful analytics to all enterprise functions
•Ongoing functional cost reduction, operating model rationalization, and supply chain optimization
•Partnering with the CEO to drive transformational change
•Big data and analytics will experience particularly strong increases in investment, as will cloud computing
•Social media will continue to play a key role in accessing new consumers and establishing a competitive advantage
•The CFO is heavily involved in assessing technology investments, especially in redefining the cost model of the business and monitoring the return on these investments, once new technologies are deployed

6
Global findings indicate that regulation and permanent volatility are having the biggest impact on the finance function
21%
29%
34%
38%
39%
53%
55%
54%
55%
56%
26%
16%
12%
6%
6%
Talent - Major changes in demographics,
needs, and skills of the finance workforce
Digital Technology – Existing and emerging technologies such as mobility, social media, cloud, SaaS (Software as a Service) applied to create a digital …
Big Data and Analytics - Increasing amount
and sources of data volumes; and lack of
synergy across systems and platforms
Permanent Volatility - Globalization,
uncertainty, pricing pressures and volatility
Regulation - Shifting legislative, regulatory
and compliance regimes
High impact
Moderate impact
No impact or low impact
How would you rate the effect of the following environmental developments on your finance function’s performance?
Global findings
•Regulation and permanent forces such as globalization and pricing pressures seem to have the highest effect on the performance of the finance function on a global level
•Regulation shifts are seen as of much greater impact in the global sample than the CG&S one
•The majority of the surveyed companies rate the environmental developments as having a moderate or high impact, something which seems to underline the need for an agile and flexible Finance function
Digital Enterprise

7
Permanent volatility is also a concern for CG&S respondents, as are regulation and big data and analytics
How would you rate the effect of the following environmental developments on your finance function’s performance?
CG&S findings
•Permanent volatility is the most significant environmental factor for the finance function of CG&S companies, though its perceived impact is lower than in the global sample
•Regulation and big data and analytics are considered by CG&S executives to have an equally high impact
•Overall, the global sample of respondents considers the impact of environmental developments to be greater than that of CG&S respondents
Digital Enterprise
34%
30%
30%
29%
18%
59%
63%
52%
55%
46%
7%
18%
16%
36%
Permanent Volatility - Globalization, uncertainty,
pricing pressures and volatility
Regulation - Shifting legislative, regulatory and
compliance regimes
Big Data and Analytics - Increasing amount and
sources of data volumes; and lack of synergy
across systems and platforms
Digital Technology – Existing and emerging technologies such as mobility, social media, cloud, SaaS (Software as a Service) applied to create a digital business
Talent - Major changes in demographics, needs,
and skills of the finance workforce
High impact
Moderate impact
No impact or low impact
7%

8
Globally, effectiveness of the finance function for business is considered very important
How important are the following dimensions to the overall performance of your finance function?
CFO-led transformation
66%
58%
51%
51%
50%
48%
43%
29%
28%
27%
18%
17%
30%
37%
44%
42%
44%
49%
48%
63%
65%
61%
59%
71%
3%
4%
5%
6%
5%
3%
8%
8%
6%
11%
20%
11%
1%
1%
1%
1%
1%
1%
1%
3%
1%
Effectiveness of the finance function for the business (delivering what the
business needs)
Finance workforce effectiveness (productivity of the finance professional)
Contributing to financial performance of the enterprise
Flexibility of the finance function (ability to rapidly change in response to
changing market conditions)
Managing financial and non-financial risks
Efficiency of the finance function for the business (cost to serve)
Driving positive enterprise-wide change (leading programs beyond the finance
function)
Contributing to the strategic direction of the enterprise
Addressing regulatory/compliance issues
Preparing for growth
Addressing sustainability issues (e.g. tracking carbon footprint)
Capitalising on M&A opportunities – as acquirer or potential target
Very important
Important
Unimportant
Not important at all

9
How important are the following dimensions to the overall performance of your finance function?
68%
57%
54%
50%
45%
45%
38%
36%
27%
23%
16%
13%
30%
38%
45%
41%
50%
50%
54%
54%
66%
64%
54%
68%
4%
7%
4%
4%
9%
5%
11%
29%
business needs)
function)
Capitalizing on M&A opportunities – as acquirer or potential target
Very important
Important
Unimportant
Not important at all
7%
CG&S respondents also rate effectiveness, as well as flexibility and productivity, as very important for the finance function
2%
1%
18%

10
Satisfaction with overall performance of their finance function is quite high
How satisfied are you with the overall performance of your finance function across the following dimensions?
42%
38%
35%
35%
33%
28%
22%
19%
15%
15%
14%
7%
45%
46%
48%
48%
46%
55%
67%
66%
67%
59%
67%
69%
9%
14%
12%
13%
15%
13%
9%
11%
15%
21%
16%
19%
4%
2%
4%
4%
5%
4%
2%
3%
3%
5%
3%
4%
1%
1%
1%
1%
business needs)
function)
Very satisfied
Satisfied
Neither satisfied nor dissatisfied
Dissatisfied
Very dissatisfied

11
CG&S respondents appear less satisfied than their global counterparts
How satisfied are you with the overall performance of your finance function across the following dimensions?
39%
39%
36%
34%
25%
25%
21%
16%
16%
14%
9%
5%
46%
34%
48%
43%
59%
57%
63%
64%
63%
64%
66%
63%
18%
11%
14%
13%
16%
9%
18%
16%
18%
21%
29%
5%
9%
5%
9%
4%
7%
4%
2%
4%
4%
business needs)
function)
Very satisfied
Satisfied
Dissatisfied
Very dissatisfied

12
CG&S respondents face similar challenges as compared to their global counterparts, and they find legacy systems and managing complex risks most daunting
Which of the following are your greatest challenges as a senior finance executive?
Digital Enterprise
55%
50%
48%
46%
28%
26%
25%
22%
22%
20%
18%
15%
13%
61%
48%
48%
50%
21%
16%
16%
29%
29%
21%
18%
14%
11%
Global
CG&S
Complex legacy systems and environment
The need to optimize the capital structure of the enterprise
Managing the complex needs of all stakeholders (board of directors, investors, etc.)
Managing new and complex financial, business and operational risks
The need to support complex enterprise operating models, making process standardization difficult across finance
Adapting the service model to align with business strategies and improve performance
Lack of integration between corporate vision, strategy, operating plans and reporting processes
Not enough time to focus on value-oriented finance capabilities due to high level of manual work, attention on controls or regulatory requirements
Finding and retaining a skilled finance workforce
Converting increased volumes of data into business insight to meet the speed required for decision making
Inadequate access to appropriate enterprise-wide performance management information
Lack of value-oriented culture and finance acumen throughout the enterprise
Insufficient funding to enhance the finance function’s capabilities

13
28%
16%
36%
39%
36%
45%
Today
2 Years
Primarily on cost control
Primarily on investment in growth-oriented activities (e.g. innovation, market expansion, etc.)
About evenly split between cost control and growth
22%
11%
24%
28%
55%
61%
Today
2 Years
The focus of CG&S respondents is more balanced between growth investments and cost controls, and that balance is expected to become more prevalent in the future
Which ONE of the following best characterizes your company’s/organization’s overall focus today and which do you expect to characterize your focus in two years’ time?
Global findings
CG&S findings

14
CG&S CFOs are measured on similar parameters as compared to their global peers, with other profitability metrics significantly trumping the importance of EBITDA
Which of the following are used to measure the performance of your CFO?
58%
50%
45%
44%
39%
34%
32%
30%
28%
28%
24%
13%
10%
64%
38%
45%
34%
36%
43%
39%
29%
34%
36%
23%
11%
5%
Profitability
EBITDA
Return on Capital (ROC) / Return on Invested Capital (ROIC)
Cost/Cost Ratios
Total Shareholder Return (TSR)
EPS/Net Income
Cash Flow
Operating Income Margin
Cost of Finance as a % of Revenue
Revenue Growth
Return on Equity (ROE)
Other finance function measures (e.g. days to close)
Non-financial measures (e.g. attrition)
Global
CG&S

15
Like their global counterparts, CG&S CFOs are likely to partner mainly with the CEO, COO and CSO to drive transformational change
Which of the following C-level executives does the CFO partner with to drive transformational change?
81%
46%
39%
25%
24%
24%
21%
21%
83%
40%
40%
23%
21%
9%
32%
34%
Chief Executive Officer
Chief Operating Officer
Chief Strategy Officer
Chief Information Officer
Chief Procurement Officer
Chief Risk Officer
Chief Marketing Officer
Chief Human Resources Officer
Global
CG&S

16
Globally CFOs have seen their influence increase in areas like enterprise functions, regulation, strategic decision making etc., but reduce in areas like leveraging digital technologies, transaction processing etc.
Over the past two years, to what degree has the CFO’s influence across the following enterprise activities changed?
21%
21%
20%
17%
16%
12%
12%
11%
11%
10%
10%
10%
40%
40%
40%
43%
45%
61%
40%
33%
30%
35%
32%
26%
32%
36%
37%
37%
37%
25%
47%
53%
54%
43%
55%
55%
6%
2%
3%
3%
2%
2%
1%
2%
4%
12%
2%
7%
1%
1%
1%
1%
1%
2%
Partnering effectively with other enterprise functions
Proactively responding to regulatory changes
Providing insightful analytics to the company/enterprise
Executing business transformation initiatives
Building the business case for transformation
Challenging and supporting strategic decision-making
Influencing the strategic planning process
Transforming the business model
Executing transaction processing activities
Identifying growth opportunities
Transforming the operating model
Leveraging digital technologies (e.g. Cloud, analytics, mobile)
Significant increase
Increase
No change
Decrease
Significant decrease

17
CG&S CFOs have similarly seen an increase in their influence across the spectrum of enterprise activities
Over the past two years, to what degree has the CFO’s influence across the following enterprise activities changed?
19%
15%
15%
13%
13%
11%
11%
11%
11%
11%
9%
9%
42%
43%
40%
47%
30%
62%
40%
34%
32%
32%
55%
47%
34%
42%
45%
30%
53%
26%
49%
51%
43%
38%
30%
42%
6%
9%
4%
4%
11%
19%
6%
2%
2%
Providing insightful analytics to the company/enterprise
Executing business transformation initiatives
Partnering effectively with other enterprise functions
Transforming the business model
Challenging and supporting strategic decision-making
Transforming the operating model
Executing transaction processing activities
Leveraging digital technologies (e.g. Cloud, analytics, mobile)
Identifying growth opportunities
Proactively responding to regulatory changes
Influencing the strategic planning process
Significant increase
Increase
No change
Decrease
Significant decrease

18
Both global and CG&S organizations have initiated or completed activities such as functional cost reduction and operating model rationalization in the past two years, whereas CG&S organizations have focused relatively more on areas such as supply chain and new markets
Which of the following has your organization initiated or completed in the past two years?
75%
66%
53%
43%
42%
35%
35%
31%
25%
23%
22%
19%
77%
70%
45%
52%
48%
34%
64%
29%
27%
38%
29%
18%
Functional cost reduction
Operating model rationalization
Business portfolio rationalization
New market entry
Product/service rationalization
Mergers and acquisitions
Supply chain optimization
Workforce rationalization
Shared services creation/expansion
Sustainability or Green initiatives
Shift to digital technology and businesses
Outsourcing
Global
CG&S

19
Like their global counterparts, CG&S CFOs are deeply involved in visioning functional cost reduction and operating model rationalization; their involvement is higher in areas such as product/service rationalization and new market entry
For which of the following has the CFO been involved in vision?
72%
54%
35%
33%
32%
22%
21%
19%
18%
18%
13%
10%
72%
53%
38%
40%
26%
26%
30%
26%
26%
19%
9%
8%
New market entry
Global sustainability
Outsourcing
Digital revolution
Global
CG&S

20
The involvement of CG&S CFOs in design is even greater in areas such as functional cost reduction and new market entry
For which of the following has the CFO been involved in design?
69%
45%
29%
28%
24%
20%
16%
16%
15%
14%
11%
9%
72%
40%
26%
34%
24%
22%
14%
14%
14%
14%
6%
4%
New market entry
Outsourcing
Digital revolution
Global
CG&S

21
… which is also the case with implementation
For which of the following has the CFO been involved in implementation?
72%
42%
28%
27%
21%
20%
17%
17%
13%
12%
12%
9%
76%
44%
18%
32%
22%
22%
12%
20%
20%
14%
10%
4%
New market entry
Outsourcing
Digital revolution
Global
CG&S

22
Global CFOs consider building a business case and measuring the benefits of transformation as most challenging
Which of the following aspects of business transformation does your organization find most challenging? (Enter consecutive answers in the range 1 to 3 where 1 is the most challenging)
50%
42%
34%
32%
31%
30%
28%
24%
19%
26%
27%
39%
36%
33%
36%
36%
40%
30%
24%
31%
27%
32%
36%
34%
36%
36%
51%
Measuring the business benefits of transformation
Finding the resources to execute the transformation plan
Achieving profitability without increasing revenues
Identifying the right expertise to execute the transformation plan
Reaching consensus among key stakeholders
Managing the change process
Overcoming resistance to change
Explaining the benefits of the change to key external stakeholders
1
2
3

23
CG&S CFOs consider finding the resources to execute transformation plans and overcoming resistance to change as most challenging
Which of the following aspects of business transformation does your organization find most challenging? (Enter consecutive answers in the range 1 to 3 where 1 is the most challenging)
45%
45%
41%
33%
33%
28%
23%
19%
13%
41%
27%
29%
42%
37%
32%
31%
25%
38%
14%
27%
29%
25%
30%
40%
46%
56%
50%
Finding the resources to execute the transformation plan
Overcoming resistance to change
Measuring the business benefits of transformation
Managing the change process
Reaching consensus among key stakeholders
Identifying the right expertise to execute the transformation plan
Achieving profitability without increasing revenues
Explaining the benefits of the change to key external stakeholders
1
2
3

24
Compared to their global counterparts, CG&S organizations are similarly inclined to use digital technologies such as big data and analytics and cloud computing
Organizations use digital technologies to …
Digital Enterprise
65%
53%
23%
17%
14%
53%
51%
20%
14%
18%
Big Data and/or Analytics
Cloud Computing and/or
Softwareas a Service
(SaaS)
Mobile
Social Media
N/A, not using digital
technologies
Global
CG&S
…deliver tangible business results for stakeholders
72%
57%
19%
13%
9%
63%
54%
10%
12%
10%
Big Data and/or
Analytics
Cloud Computing
and/or Softwareas a
Service (SaaS)
Mobile
Social Media
technologies
… accelerate insights for better decision-making

25
CG&S organizations are ahead of their global counterparts in using digital technologies, especially social media, to access new consumers and establish a competitive advantage
Organizations use digital technologies to …
Digital Enterprise
… create access to new consumers
… establish a competitive advantage
62%
60%
58%
53%
18%
78%
59%
55%
39%
10%
Social Media
Mobile
Softwareas a Service (SaaS)
technologies
Global
CG&S
67%
63%
56%
51%
28%
71%
67%
54%
63%
13%
Softwareas a Service (SaaS)
Mobile
Social Media
technologies

26
CG&S organizations, as well as Global ones, rely heavily on cloud computing and big data/analytics to achieve integration of business services
Which digital technologies are being used by your organization to achieve integration of business services across the enterprise (e.g. finance, HR)?
Digital Enterprise
69%
66%
17%
11%
18%
67%
58%
14%
25%
14%
Cloud Computing and/or Softwareas a Service
(SaaS)
Mobile
Social Media
N/A, not using digital technologies
Global
CG&S

27
CFOs are considered quite important in driving a diverse set of outcomes for their organizations
How important is having the CFO drive these outcomes for your organization?
Digital Enterprise
49%
46%
43%
39%
32%
32%
29%
29%
26%
21%
17%
39%
43%
43%
51%
36%
49%
53%
39%
59%
64%
61%
9%
9%
11%
9%
21%
15%
14%
22%
11%
14%
19%
2%
1%
2%
9%
3%
3%
8%
3%
1%
2%
1%
1%
1%
1%
2%
1%
1%
2%
1%
1%
Adapting swiftly to regulatory changes around the globe
Delivering tangible business results for stakeholders
Accelerating insights for better decision-making
Creating cost transparency
Developing new products, services and markets
Reacting 24/7 to shareholder and market trends
Establishing competitive advantage
Creating access to new customers (B2B or B2C)
Performing finance and accounting in the cloud
Lowering operating costs despite rising complexity
Integration of business services across the enterprise (e.g. finance, HR)
Very important
Important
Neither important nor unimportant
Unimportant
Very unimportant

28
CG&S CFOs are considered even more important in driving many of the same outcomes
How important is having the CFO drive these outcomes for your organization?
Digital Enterprise
52%
52%
46%
38%
32%
30%
27%
25%
25%
21%
21%
36%
34%
38%
41%
46%
41%
52%
29%
29%
57%
48%
11%
13%
14%
16%
16%
27%
13%
34%
32%
16%
27%
4%
4%
7%
11%
13%
4%
2%
2%
2%
2%
2%
2%
2%
2%
2%
2%
2%
2%
Very important
Important
Neither important nor unimportant
Unimportant
Very unimportant

29
Globally, satisfaction levels with CFOs’ involvement in driving outcomes is quite high
How satisfied are you that the CFO is sufficiently involved in driving these outcomes for your organization?
Digital Enterprise
36%
36%
34%
26%
24%
24%
22%
18%
18%
13%
10%
48%
47%
47%
53%
55%
58%
54%
61%
59%
65%
67%
15%
13%
16%
17%
17%
14%
20%
18%
20%
17%
18%
1%
4%
2%
4%
3%
4%
4%
3%
3%
5%
5%
1%
1%
Very satisfied
Satisfied
Dissatisfied
Very dissatisfied

30
There are similarly high levels of satisfaction among CG&S respondents with the involvement of their CFOs in driving outcomes
How satisfied are you that the CFO is sufficiently involved in driving these outcomes for your organization?
Digital Enterprise
38%
38%
30%
23%
20%
18%
16%
13%
11%
11%
7%
43%
39%
52%
54%
54%
52%
52%
59%
66%
52%
68%
20%
23%
13%
20%
21%
27%
30%
27%
23%
30%
21%
5%
4%
5%
4%
2%
2%
7%
4%
Very satisfied
Satisfied
Dissatisfied
Very dissatisfied

31
18%
14%
10%
10%
20%
10%
16%
12%
41%
38%
47%
53%
20%
38%
25%
22%
2%
Cloud Computing and
or Software as a
Service (SaaS)
Mobile
Social Media
Big Data and or
Analytics
Cloud and mobile technologies will attract the greatest spending increases, both globally and among CG&S companies
Over the next two years, how will the level of investment (this includes all personnel, technology, administration, and project costs) by the organization change for the following technologies?
Digital Enterprise
11%
9%
7%
6%
28%
14%
21%
11%
48%
42%
55%
37%
14%
34%
15%
44%
1%
2%
1%
1%
Cloud Computing
and or Software
as a Service
(SaaS)
Mobile
Big Data and or
Analytics
Social Media
Greater than 50% increase
Between 26% and 50% increase
Up to 25% increase
No change
Up to 25% decrease
Between 26% and 50% decrease
Greater than 50% decrease
Global
CG&S

32
Global and CG&S CFOs are similarly involved in assessing digital technology investments
To what degree is the CFO involved in assessing digital technology investments?
Digital Enterprise
27%
37%
19%
38%
59%
57%
40%
56%
14%
6%
41%
6%
Guiding, prioritizing and
managing technology
investment decisions
Monitoring the return on the
investment from approval to
post implementation
Identifying what technologies
should be retired as new
technologies are deployed to
ensure full benefit realization
Redefining the cost model of
the business as new
technologies are
implemented
Drives decisions and actions
Provides input
Not at all
Global
CG&S
24%
35%
19%
37%
63%
58%
44%
58%
14%
8%
37%
6%
Guiding, prioritizing and
managing technology
investment decisions
Monitoring the return on the
investment from approval to
post implementation
Identifying what technologies
should be retired as new
technologies are deployed to
ensure full benefit realization
Redefining the cost model of
the business as new
technologies are
implemented

33
Global respondents are largely in agreement with these statements
Please indicate the extent to which you agree or disagree with the following statements.
Digital Enterprise
40%
31%
31%
23%
17%
43%
49%
55%
58%
58%
11%
15%
8%
14%
19%
5%
4%
6%
4%
5%
1%
1%
The target setting process in our organization ensures
alignment of goals across the enterprise
We monitor the impact of volume, price and product mix
changes on the business
The capital planning process in our organization is fully
integrated with the business planning and budgeting
processes
Business management has a high degree of confidence in
the outputs of the budget and forecasting process
The planning and budgeting process in our organization is
based on clearly visible internal and external drivers
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree

34
CG&S respondents express similarly strong levels of agreement
Please indicate the extent to which you agree or disagree with the following statements.
Digital Enterprise
41%
38%
20%
20%
14%
36%
45%
66%
59%
64%
20%
11%
7%
20%
14%
4%
7%
5%
2%
7%
2%
We monitor the impact of volume, price and product mix
changes on the business
The target setting process in our organization ensures
alignment of goals across the enterprise
The capital planning process in our organization is fully
integrated with the business planning and budgeting
processes
The planning and budgeting process in our organization is
based on clearly visible internal and external drivers
Business management has a high degree of confidence in
the outputs of the budget and forecasting process
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree

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