Executives are re-embracing zero-based budgeting (ZBB) to empower department leads to take control and ownership of their budgets in order to reduce unnecessary costs and rationalize activities throughout the value chain. However, without the right tools in place, completing a full ZBB cycle can be challenging for many organizations.
Join Anaplan as we host a webinar featuring Ed Majors and Ron Dimon from Anaplan partner, Deloitte. They will discuss how to successfully deploy ZBB and embrace cost management as a strategic play.
With a relatively poor economy, many companies are now looking to enhance their bottom line through cost cutting. Often, the finance function is one part of G&A subject to this cost cutting exercise. This presentatio shares with you how companies are looking at finance and evaluating where and how much to cut.
With a relatively poor economy, many companies are now looking to enhance their bottom line through cost cutting. Often, the finance function is one part of G&A subject to this cost cutting exercise. This presentatio shares with you how companies are looking at finance and evaluating where and how much to cut.
Strategy, budgetary planning and expenditure managementTonderayi Chikanda
Explore how enhancing your strategic planning skills, budgetary planning and expenditure management can significantly transform your organization's effectiveness, efficiency and excellence.
In this presentation we allocated a full day seminar every quarter to teach 1st and 2nd Year Associates the fundamental approach, processes and tools and techniques to begin working with their engagement team on their first Spend Reduction project.
At Monitor, as McKinsey or BCG we may seem to produce a lot of tools and guidelines that we expect staff to follow. But keep in mind with over 500 staff dedicated "just" to coming up with the new breakthrough model, approach, theory, tool or techniue we see it as a small price t pay to maintain our edge in a sector where superior client problem solving abilties and the latest breakthrough thinking are waht keeps us off the streets.
Narrated copy of "Project Portfolio Selection" presentation made to the PMI Symposium 2008 in Ottawa. Puts forward a scoring model for selecting projects which are best aligned against organizational strategies and goals.
Can be downloaded and listened to.
Seven Steps for Achieving Sustainable Cost ReductionScottMadden, Inc.
Slow economic and demand growth coupled with increased penetration of distributed energy resources (including energy efficiency) has resulted in declining energy industry sales and revenues. Many companies have witnessed their non-fuel O&M costs increase in the face of rapidly declining generation and sales, creating an unsustainable environment. To avoid increasing energy rates and further eroding sales, companies are looking to reduce costs to meet shareholder expectations. This document provides an overview of the steps that you can take to achieve sustainable cost reductions. For additional information, please visit www.scottmadden.com.
Topics :
System and process of controlling
Budgetary and non-budgetary control techniques
Use of computers and IT in Management control
Productivity problems and management
Control and performance
Direct and preventive control
Reporting
Similar to Anaplan and Deloitte webinar: The fundamentals of zero-based budgeting (20)
Keyrus solution harvest front planning slidesAnaplan
Developed on the Anaplan platform, the Keyrus Harvest Front Planning solution enables planning and control of any idleness, meeting the macro plan of agricultural equipment, and facilitating the analysis of operational indicators, with estimates of impact at the end of the harvest. It also provides the best scenarios for the formation of harvest fronts, providing visibility of the real harvest potential.
Good planning is instrumental in improving outcomes across the company: increasing revenue, anticipating market trends, and optimizing resources, to name a few. However, the supporting data to back up these claims has been limited—until now. Our annual benchmarking report investigates how leading organizations accelerate business value through Connected Planning.
In The State of Connected Planning, we surveyed over 1,000 planning professionals across all business functions in 45 countries and 18 industries to uncover leading planning trends in finance, supply chain, sales, marketing, human resources, operations, IT, and workforce functions.
Breaking bad habits with continuous supply chain planning Anaplan
Optimizing the supply chain has become a top priority for organizations worldwide. Unfortunately, sales and operations planning (S&OP) isn’t usually designed to fully integrate with the supply chain, much less finance and sales. A collaborative, continuously optimized planning approach to link demand, inventory, manufacturing, and fulfillment requirements will yield the best results.
Mark Smith, CEO and Chief Research Officer of Ventana Research, and Vivek Soneja, Managing Partner and Global Head of Supply Chain Management at Anaplan, discuss the best practices and technological approaches that optimize the supply chain to move beyond the ERP, SCM, and spreadsheet chaos that hold many businesses back.
Learn:
-How to adopt a continuous planning process for your supply chain
-Why many technological approaches fall short and limit your business potential
-How to enable inventory optimization for rapid “just-in-time” manufacturing
-Where you can use collaborative planning to guide critical decisions
-Best practices for your supply chain through industry research and customer examples
Strengthening the connection between the business and supply chain networkAnaplan
Creating a leaner and more cost-effective supply chain requires true business collaboration— connecting supply chain, sales, and finance across data, people, and plans.
Integrated business planning (IBP) provides that competitive edge by increasing the speed and transparency of decision-making to connect the strategic and financial goals of the business and clearly identify tradeoffs and define accountability.
Here is a unique perspective from two of Deloitte’s supply chain planning experts, including:
-How integrated planning allows supply chain to respond to change in a cost-effective and timely manner
-Which specific supply chain business processes can benefit from an integrated, real-time approach
-Steps to strengthening the connection between the business and supply networks
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Buy Verified PayPal Account | Buy Google 5 Star Reviewsusawebmarket
Buy Verified PayPal Account
Looking to buy verified PayPal accounts? Discover 7 expert tips for safely purchasing a verified PayPal account in 2024. Ensure security and reliability for your transactions.
PayPal Services Features-
🟢 Email Access
🟢 Bank Added
🟢 Card Verified
🟢 Full SSN Provided
🟢 Phone Number Access
🟢 Driving License Copy
🟢 Fasted Delivery
Client Satisfaction is Our First priority. Our services is very appropriate to buy. We assume that the first-rate way to purchase our offerings is to order on the website. If you have any worry in our cooperation usually You can order us on Skype or Telegram.
24/7 Hours Reply/Please Contact
usawebmarketEmail: support@usawebmarket.com
Skype: usawebmarket
Telegram: @usawebmarket
WhatsApp: +1(218) 203-5951
USA WEB MARKET is the Best Verified PayPal, Payoneer, Cash App, Skrill, Neteller, Stripe Account and SEO, SMM Service provider.100%Satisfection granted.100% replacement Granted.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Anaplan and Deloitte webinar: The fundamentals of zero-based budgeting
1.
2. “
Agenda for today
The Objective of ZBB
The Payoff
1
2
3 ZBB vs. Traditional Cost Cutting
4 Deloitte’s Approach to ZBB
5 Key Takeaways & Questions
Ed Majors
Principal
Deloitte Consulting, LLP
emajors@deloitte.com
Ron Dimon
Managing Director
Deloitte Consulting, LLP
rdimon@deloitte.com
3. Traditional
Models of
Expense
Management
Companies have tried many approaches
to budgeting and managing expenses
Budgets are developed by
function, but relatively
arbitrary reductions are
spread across all functions to
meet a budget target.
• For example, a set of final
budget “adjustments” that
reduce all proposed budgets by
10% or a similar amount
• Tends to encourage
“sandbagging,” or artificially
increasing funding requests to
anticipate eventual reduction
Budget guidance allows
overhead budgets to increase
by some set percentage over
prior year.
• Tends to “embed” a certain cost
structure regardless of strategic
value
• Some companies (e.g. a large
fast food chain) regard this as a
“leading practice” since it
minimizes effort during the
budget process
One-off “strategic cost
reduction” program that
drives significant reductions
in overhead costs.
• Requires significant effort and
can be traumatic to an
organization
• Can reduce overall cost base but
not necessarily change
budgeting behavior
PERCENTAGE GROWTH “PEANUT-BUTTERED” REDUCTIONS
ENTERPRISE
REDUCTION PROGRAM
$
Time
Annual increases on
embedded cost base
$
Time
Arbitrary reduction of
requested budgets
$
Time
Significant initial reduction
but similar trend
4. ZBB - Aligning funding with program efficiency and necessity
rather than history
Budgets are not
connected to prior year
spending
• Prevents “embedding”
of existing spend in the
cost base
• Allows spending levels
to be set based on
necessary activities of
a function, rather than
historical trends
• Requires more work to
understand activities and
cost structure
Cuts are not evenly
applied across the
budget
• Eliminates common
“sandbagging”
practices in budgeting
process
• Allows for more
strategic allocation of
planned spend
• Requires more work to
analyze and prioritize
Budgets are tied to
specific activities and
level of service
• Better aligns spending
targets with required
activities of a function
• Replaces “do more with
less” with “do the right
things with the right
amount”
• Requires fairly detailed
knowledge of
departmental activities
Funding is targeted to
activities that align
with strategy
• Allows for better
alignment of
expenditure with
overall strategy and
departmental missions
• Can reduce incidence of
“we’ve always done
that”
• Prioritizing activities
across various functions
can be challenging
6. Getting it right has a payoff
We looked at the last 4 years of
performance data for a large
retailer/department store
(over $10B annual revenue)
and its nearest 9 competitors.
(Total community includes Target,
T.J. Maxx, Ross, Kohl’s, Bed Bath &
Beyond, Nordstrom and others)
7. Many organizations are considering adopting a “zero-based”
approach to their planning processes
TRADITIONAL COST
CUTTING
ZERO BASED
APPROACH
Justifying what to remove Justifying what to keep
Focusing scope on narrower set of costs or cost
reduction tools
Leaving no stone unturned by examining every
cost area for the broadest set of cost reduction
tools
Improving how activities should be performed
(efficiency and effectiveness)
Considering both what Activities should be
performed (i.e., doing less) and how they
should be performed
Created focused Initiative Planning and
Execution
Developing detailed and comprehensive
initiative design, planning and execution
8.
9. So it’s not an “either/or” — it may be an “and”
TRADITIONAL BUDGET
PROCESS
ZERO BASED
APPROACH
Zero Based Budgeting (ZBB)
– A budgeting process that
allocates funding based on
program efficiency and
necessity rather than
budget history.
Based on our experience,
ZBB is widely adopted in
public sector and not for
profit organizations.
However, it is not widely
used across the private
sector, and if adopted is
generally conducted on a
select function basis.
High correlation to prior year
expenditure levels
Primary organizational focus is
on the cost center
Implicit assumption of “steady-
state” operations
Approved spending levels are
unrelated to prior year
Primary budgeting focus is on
the “decision package” or
specific service/activity
Explicit challenge to current
service levels and activities
10. We have developed an approach to zero-based budgeting that
incorporates five key pillars
1. Strategic Intent
2. Operating Model / Org Design
3. Governance
4. People, Processes, and Systems
5. Performance Management
AlignedandLinked
• More strategic, with focus on future direction of the
organization and immediate priorities
• Incorporates top-down targets / expectations into the
process to help define priorities
• Performed on a 3 year cycle basis as strategic
priorities should not change
• Looks at
expense line-
by-line
• Budgets are
built bottom-
up…rarely top-
down targets
• Cycle is
repeated
annually
Determine
business need
for upcoming
period
Review current
costs – line by
line – and assess
each in terms of
ability to meet
business need
Communicate
new budget
and allocate
resources
Rollup costs to
determine
group budget
and qualitative
savings
Build bottom-
up budget –
include only
the costs
necessary to
meet business
OUR APPROACH TO ZBB
TRADITIONAL ZBB APPROACH
11. This framework has been used to enable
sustainable operational change
1. Strategic Intent
2. Operating Model / Org Design
3. Governance
4. People, Processes, and Systems
5. Performance Management
Key questions to be addressed
What is the company’s or division’s strategic intent and priorities?
Who are the key stakeholders, what are their expectations, and how should capabilities be aligned to
meet them?
What operating model best aligns with the strategic intent and priorities?
What is the optimal organization structure to support the operating model?
What is the required cost structure?
What governance model should be established to sustain changes?
How can roles, responsibilities, and accountabilities be defined within the company / division and with
key stakeholders?
What are the company / division’s ideal service levels?
What processes, tools, and technologies are needed to meet core stakeholder requirements?
What core talent skill sets will be required in the future?
What metrics / KPI’s can be established to measure performance and link to return on investment?
How do we benchmark against similar companies for these functions both on a cost and effectiveness
basis?
What performance management approach (e.g., balanced scorecard, planning / budgeting cycle)
should be established?
AlignedandLinked
12. Elements of the Planning Process where
we have deployed ZBB Principles
Strategic Plan Financial Plan
Capital Plan
Initiatives
Scenarios/
Contingencies
Detail
Budget
Rolling
Forecast
Areas where Deloitte has used elements
of ZBB to drive prioritization
Corporate Strategic Planning group develops strategic
plan; targets allocated to major business units
Capital Plan, implementing strategies from strategic
plan, identifies costs and benefits from capital projects
Business units identify major operating initiatives and
develop pro forma projections of P&L impact
Based on allocated targets, business units (including
G&A functional areas) develop summary-level plans
using a driver-based model
Business units identify potential economic or market
developments (favorable or unfavorable) and project
P&L impact and contingency plans
Final business unit plans and targets are cascaded
down to the rest of the organization for performance
monitoring and expense control
Monthly or quarterly rolling forecast (through end of
next year or a rolling 12-18 months) performed using
driver-based planning model
13. Key Outcomes
Program Objectives
• As part of a broader
organization cost-cutting
initiative, reduce group budget
by 25% over 3yr period;
• Reduce dedicated business
support, shift toward flexible
service model
• Reduce organizational layers
and increase spans of control,
for improved leadership
development
• Retain critical talent throughout
organization
Scope
• $265 M in spend, including:
‒ Compensation
‒ Operating Expenses
‒ External Spend
• 350 employees, across more
than 15 countries
Key Activities
• Established detailed cost and
activity baseline
• Determined sub-functional
reduction targets based on
external benchmarks
• Redesigned organizational
structure, function-wide and within
sub-functions
• Conducted detailed external spend
assessment, reduced costs
through project terminations,
vendor consolidation, and other
areas; establish external spend
governance strategy for future
maintenance
~25%
reduction
• $65 M in sustainable year-
over-year operating cost
savings identified
2012: $256 M 2015: $195 M
ZBB case
study
Global
Pharma
Company
14. The ZBB pilot approach
It is important to develop a multi-phased roadmap that starts with a solid – yet flexible –
pilot, which will support the short-term needs and the longer term vision
Mobilization and
Training0
Stakeholder Input
and Baseline
Development1
Future State
Design and
Requirements2
Roadmap / Summary of
Changes3
• Establish program
objectives
• Secure Stakeholder buy-in
• Establish Functional
Taxonomy
• Complete Financial Planning Solution
• Data Integration Architecture
• Scalable and extendable platform
• Deeper planning and analytical
functionality
• Expansion beyond Finance into an
enterprise wide planning solution.
• Operational Excellence
• Continuous improvement in forecast
accuracy and reductions in cycle time
• Improved insights
15. Solution
Considerations
Anaplan solution case study
Leveraging cloud architecture enables real time demand scenario analysis on market changes.
• Agility of a cloud
platform to address
the dynamic business
environment
• Integration of top-
down targets with
detailed bottom-up
budgets
• Real-time scenario
modeling
• Self Service for all
user
Causal analysis
ERP
Workday HRC
MEI – Trade Spend
GL
MM
AP
AR
Markets
Master Data
Data
Svcs
Anaplan
Connect
Anaplan
Connect
In Memory
Cloud
Data Hub
Model
S&OP
Demand Planning
and Optimization
Workforce
Planning
Sales Forecasting
SG&A &
Allocations
In Memory
Cloud
Dashboards
Excel
Reporting
on Cloud
Other
Visualizatio
n
In-Memory
Models
Anaplan
Reports
Data Source Data Staging
Analytics
Applications
Reporting
Master Data Management and Data Governance
16. B/S & C/F
Debt/ Cash Facilities
Inventory M&A
Consolidations
Transfer
Pricing
IFRS Disclosures
Planning Methods
ABC
Rolling
Forecast
Driver
Based
Statistical
Forecast
Allocations
ZBB
P&L - Top Line
Revenue Sales
Cost of Sales Marketing
P&L - OPEX
Marketing G&A
WFP Allocations
P&L
B/S
C/F
Regulations
Start where you need smarter planning …
Operations
Reporting
&
Analysis
Top Down
Bottom Up
Strategic Planning
Long
Range Plan
M&A
Revenue What-If
KPI’s Initiatives
US GAAP
17.
18. “
Key takeaways Ed Majors
Principal
Deloitte Consulting, LLP
emajors@deloitte.com
Ron Dimon
Managing Director
Deloitte Consulting, LLP
rdimon@deloitte.com
• It is critical to define the “Big Picture” upfront
• Make sure you know your current planning,
budgeting & forecasting landscape
• People, Processes, Technology & Data
• Identify where ZBB will have the most
impact
• Enroll a key stakeholder using a financial
impact business case
• Implement a pilot program to prove out the
benefit
• Go/No-Go