The document provides an overview of budgeting as a management tool and the budgeting process. It discusses identifying constraints, developing sales and production budgets, determining material, labor and overhead costs, and putting the pieces together in an income statement. The key aspects covered are determining assumptions, setting sales targets, projecting material and labor needs, and ensuring budgets are detailed enough while not overly complex. The overall message is that budgets should align with company strategy and operations to be effective management tools.
The document discusses budgeting and the budgeting process. It begins by explaining the need for budgets and reasons why budgets may be ineffective. It then outlines the typical budgeting process, including setting objectives and assumptions, developing strategies to meet targets within any constraints, and calculating the budget. The importance of linking the budget to daily operations and performance is emphasized.
Budgets are quantitative plans used as tools for planning future activities and controlling performance. Budgets are used in planning to project income, expenses, and savings. They are used for control by setting goals, comparing actual results, and making adjustments. Master budgets encapsulate all organizational budgets, while operating budgets focus on profits and financial budgets on investments. Sales forecasts predict future performance based on past data, while sales budgets are goals. Cash budgets are important as they plan cash inflows and outflows. Flexible budgets show budgets at different activity levels, and activity-based budgets budget costs of specific activities.
The document outlines an agenda for a growth acceleration workshop. The key objectives are to understand growth as a default option, discuss various growth choices and approaches, and examine case studies and examples. The agenda includes an introduction, discussion of growth architecture and application through a case study. Unconventional approaches and successful management techniques will also be discussed. The workshop format aims to be informal yet structured, with open discussion and flexibility to change emphasis.
Leadership Best Practices for Recession RecoveryLeilaBT
The document is a summary of a webinar on management best practices as the recession eases. It discusses that while the recession may technically be over, the economy has not fully recovered. It identifies mistakes to avoid, such as rushing to hire or ignoring performance issues. It also outlines new best practices, such as being transparent with information, taking more risks, and retaining top performers. The webinar aims to help managers transition strategies as ambiguity remains about the strength and pace of the economic recovery.
How can you make the HR function more strategic? Tom describes a five-step process for moving your HR department in that direction -- and building the trust with the CEO that you'll need to be effective.
DubLi Network | Are you Working Hard or Working S.M.A.R.T?DubLi Network
To successfully achieve your goals, the process of working S.M.A.R.T has proven to be the most effective method. The system is simple and involves setting realistic and achievable goals under the SMART guidelines. Read our guide that explains how to turn dreams into reality.
The document discusses budgeting and the budgeting process. It begins by explaining the need for budgets and reasons why budgets may be ineffective. It then outlines the typical budgeting process, including setting objectives and assumptions, developing strategies to meet targets within any constraints, and calculating the budget. The importance of linking the budget to daily operations and performance is emphasized.
Budgets are quantitative plans used as tools for planning future activities and controlling performance. Budgets are used in planning to project income, expenses, and savings. They are used for control by setting goals, comparing actual results, and making adjustments. Master budgets encapsulate all organizational budgets, while operating budgets focus on profits and financial budgets on investments. Sales forecasts predict future performance based on past data, while sales budgets are goals. Cash budgets are important as they plan cash inflows and outflows. Flexible budgets show budgets at different activity levels, and activity-based budgets budget costs of specific activities.
The document outlines an agenda for a growth acceleration workshop. The key objectives are to understand growth as a default option, discuss various growth choices and approaches, and examine case studies and examples. The agenda includes an introduction, discussion of growth architecture and application through a case study. Unconventional approaches and successful management techniques will also be discussed. The workshop format aims to be informal yet structured, with open discussion and flexibility to change emphasis.
Leadership Best Practices for Recession RecoveryLeilaBT
The document is a summary of a webinar on management best practices as the recession eases. It discusses that while the recession may technically be over, the economy has not fully recovered. It identifies mistakes to avoid, such as rushing to hire or ignoring performance issues. It also outlines new best practices, such as being transparent with information, taking more risks, and retaining top performers. The webinar aims to help managers transition strategies as ambiguity remains about the strength and pace of the economic recovery.
How can you make the HR function more strategic? Tom describes a five-step process for moving your HR department in that direction -- and building the trust with the CEO that you'll need to be effective.
DubLi Network | Are you Working Hard or Working S.M.A.R.T?DubLi Network
To successfully achieve your goals, the process of working S.M.A.R.T has proven to be the most effective method. The system is simple and involves setting realistic and achievable goals under the SMART guidelines. Read our guide that explains how to turn dreams into reality.
Monkey Tamers | Practical application for finding ideas within complaintsBenjamin W. Jackson
This document provides guidance on how to effectively address complaints or frustrations by employees in order to identify issues and drive improvements. It outlines a process for representatives to clearly identify the root issue within their complaints, package it for escalation to their supervisor in an actionable way, and "tame the monkey" or resolve the problem. Key steps include determining the scope of the issue and impact, presenting it to appropriate stakeholders, and following up until the issue is resolved. The document also includes examples of effectively addressing issues and case studies from their organization.
How To Succesfully Lead Projects with Professor John Kotter's 8-step ModelPink Elephant
How To Successfully Lead Projects With Professor John P. Kotter’s 8-Step Model
Every IT leader should know about Kotter’s 8-Step Model for leading and implementing change!
Leading Change is recognised as one of the all-time best business books and the definitive work on the subject. Harvard Business School Professor, John P. Kotter, methodically and carefully explains his 8-step process for leading and managing major organisational change in an easy to understand fashion. Leading Change captures his wealth of knowledge and experience working with major companies all over the world. Professor Kotter takes concepts like leadership, urgency, vision, strategy, quick wins, and communication and puts them in well-explained, practical terms that anyone can follow.
If you're a manager at any level of your IT organisation who is currently leading any aspect of a change (and today it’s an ongoing occurrence!), understanding Kotter’s 8-step change process is a must-know, and this is a not-to-be-missed session. Plus, learn how to apply the best practices from this book from one of the world's leading management consultants – Karen Chua. You'll gain huge benefits from her extensive transformation experience as she walks you through several real-world examples for each of the eight steps.
This checklist outlines key assumptions to consider when developing a business forecast. It asks about explicitly stating assumptions and their basis, ensuring projections are realistic with a range of variation, timing of sales increases, payment terms with buyers, increases in overheads, scheduling capital expenditure payments, loan repayments, additional capital needs, new costs, and one-off marketing costs. The responses indicate assumptions of gradual sales increases, maximum quarterly payment terms, some increasing operating costs, quarterly capital expenditure payments, considering loan repayments, needing more capital as the business grows, potential new costs from new ideas, and accounting for initial marketing costs.
This document provides guidance on writing macroeconomics essays for first year students. It emphasizes the importance of writing a clear plan before starting an essay. The document then discusses three example essay questions and provides a sample plan for how each question could be addressed. For each plan, key concepts are explained and how they would fit into an answer following the "LSE method" of telling the reader what will be discussed. Diagrams and independent thought are also emphasized. The goal is to help students structure their essays to demonstrate a strong grasp of macroeconomic theories and concepts.
1. The document provides an overview of finance concepts from the perspective of John Becker, including the goal of finance, key tools and methods, and criticisms of the field.
2. The goal of finance is described as balancing value and risk. Value refers to expected future cash flows while risk is the possible deviation from those expected cash flows. Financial tools help evaluate investments and determine if the expected return justifies the risk.
3. Discounted cash flow analysis is identified as the most important tool as it allows present valuation of future cash flows. The weighted average cost of capital is also discussed as a method to determine an appropriate discount rate based on the costs of equity and debt.
4. Criticisms of
Mapping context is important for agile consultants to understand the key factors surrounding their work. Consultants should map context at different levels - focusing on the problem, power dynamics, and mindset of the client organization. By paying attention to interactions, building relationships, and embracing change through agile practices, consultants can gain a deeper understanding of the client's context over time. With a strong context map, consultants can then use deliberate practices to influence the client's mindset and behaviors in a way that best addresses the underlying challenges.
The document provides guidelines for communicating bad news, recommending that one should clearly state the situation, discuss how it came to be and alternatives considered, state a recommendation with a plan to address problems, reaffirm goals and expectations, and provide contact details for follow up questions.
The document discusses different perspectives on goal setting and provides tips for effective goal setting. It emphasizes that goals should be specific, measurable, attainable, realistic and timely. Goals should also align with one's values and vision, and require effort beyond current actions. Effective goals are written down and broken into smaller steps to work towards. The document also discusses how goals can be applied to performance reviews and sales planning.
The document discusses A3 thinking, a problem solving and continuous improvement approach developed by Toyota. The A3 format involves using an 11x17 inch sheet of paper to tell the story of a problem by outlining the current situation, goals, root cause analysis, potential countermeasures and implementation plan. It is intended to structure thinking and facilitate communication and collaboration between individuals and groups in order to identify and address problems.
Recruitment trainer Nicky Coffin talks though 6 steps to high billing success. Includes staying focused on key tasks, quarterly achievements and pro actively making long term gains in your business
This document provides advice for new CIOs on how to effectively start in their new role. It discusses determining whether the existing IT department needs improvement or is well-run. For a well-run department, the CIO should look for opportunities not seized, festering personnel issues, and pent-up demand for IT services. The document also provides a proven three-part formula for giving constructive feedback on observed employee behavior: stating the behavior, how it made you feel, and why it caused that feeling. Finally, it notes feedback should be given privately for negative behaviors and in equal measure for positive and negative behaviors.
The document discusses the concepts of "managing up" and "leading up" in an organizational context. It defines managing up as consciously working with one's boss to achieve mutual benefits, rather than political maneuvering. Leading up involves offering strategic insights or plans to help the organization. The document notes that while managing up has a negative connotation, leading up can have a positive impact if the organizational culture supports upward feedback and insights from all levels. It provides recommendations for effectively communicating and working with others based on personality types.
This is a special edition of the power point presentation prepared for the 9 day Programme on Personality Development, [ 6th to 15th July 2010], organized for the benefit of the final year students of the graduation programme of the Andhra Mahila Sabha College for Women, Hyderabad. The programme was conducted mainly in Telugu. The live audio recordings can be freely listened to at: www.archive.org – please search for Prof. V. Viswanadham and further search for the topic.
Final cycles overview jan 2019 with toolkitBryan Cassady
Scaling up is hard and deadly if done wrong. We would like to help you get it right.
This presentation introduces the ABCs method of innovation and provides toolkits you could use to grow fast while reducing riks
Details
A study by Startup Genome analyzed the results of 3,200 start-ups, they found that of the majority of start-ups failed. That shouldn’t come as a surprise to anyone. What is more important is they found, 70% failed because of premature or faulty scaling.
In this workshop, you learn about the ABCs method. The ABCs method is a system-based approach to growing your business. It has been proven to build ideas up to 6x faster while reducing risks 30-80%.
There are companies that succeed and companies that fail. The biggest difference between winners and losers is smart winners make good, even mediocre, ideas great over time.
This presentation includes a draft version of the tools that will be presented in our new book Cycles
Keywords: Bryan Cassady , Innovation , Lean
HoshinOnline.Com is a platform that helps organizations with strategic planning and execution through features like documenting hoshin review meetings, tracking action items, and sharing information to align priorities. It allows users to access meeting documentation and action items, recognize achievements, keep all informed of progress, and adjust strategies when needed. The platform supports recording agendas, attendees, and attachments for regular hoshin review meetings that are important for monitoring strategy and resource allocation.
Problem solving is the process of finding solutions to problems through thinking and mental operations. It involves identifying the problem, defining and understanding it, developing a strategy, organizing relevant information, allocating resources, monitoring progress, and evaluating results. The key steps are to properly identify and define the problem, develop a solution strategy considering available information and resources, and monitor progress to evaluate the solution and ensure it addresses the problem. Problem solving is an important skill for managers and careers generally.
Thinking Strategically About Content - Localization World SingaporeScott Abel
In this presentation from Localization World Singapore, April 2013, Scott Abel explores the importance of thinking strategically about content (how it is created, why its created, and the goals of global content initiatives) by helping the audience understand the importance of vision in content strategy. The presentation also touches on how organizations can find time for innovation and provides several resources for content strategy professionals.
The document provides headcount and salary assumptions for Dickson Manufacturing Company's 2006 budget. It lists positions within various departments including management, finance, human resources, supply chain, and production. For each position it provides the 2005 basic salary, expenses per staff including overtime pay and pension contributions. The headcount assumptions will inform the labor costs within the company's 2006 budget.
Reporting for operation 1 (restructured course)Dick Lam
This document discusses several topics related to business management including theories of profit maximization, sales and cost reduction strategies, objectives of performance measurement, Howard Gardner's five minds framework, the concept of passion in driving change, and structuralism as a theoretical paradigm. It provides examples and definitions for various concepts like reciprocal induction, the inferiority complex, human nature, and the seven types of waste. The overall document presents an overview of different ideas and approaches for analyzing and improving business operations and performance.
Monkey Tamers | Practical application for finding ideas within complaintsBenjamin W. Jackson
This document provides guidance on how to effectively address complaints or frustrations by employees in order to identify issues and drive improvements. It outlines a process for representatives to clearly identify the root issue within their complaints, package it for escalation to their supervisor in an actionable way, and "tame the monkey" or resolve the problem. Key steps include determining the scope of the issue and impact, presenting it to appropriate stakeholders, and following up until the issue is resolved. The document also includes examples of effectively addressing issues and case studies from their organization.
How To Succesfully Lead Projects with Professor John Kotter's 8-step ModelPink Elephant
How To Successfully Lead Projects With Professor John P. Kotter’s 8-Step Model
Every IT leader should know about Kotter’s 8-Step Model for leading and implementing change!
Leading Change is recognised as one of the all-time best business books and the definitive work on the subject. Harvard Business School Professor, John P. Kotter, methodically and carefully explains his 8-step process for leading and managing major organisational change in an easy to understand fashion. Leading Change captures his wealth of knowledge and experience working with major companies all over the world. Professor Kotter takes concepts like leadership, urgency, vision, strategy, quick wins, and communication and puts them in well-explained, practical terms that anyone can follow.
If you're a manager at any level of your IT organisation who is currently leading any aspect of a change (and today it’s an ongoing occurrence!), understanding Kotter’s 8-step change process is a must-know, and this is a not-to-be-missed session. Plus, learn how to apply the best practices from this book from one of the world's leading management consultants – Karen Chua. You'll gain huge benefits from her extensive transformation experience as she walks you through several real-world examples for each of the eight steps.
This checklist outlines key assumptions to consider when developing a business forecast. It asks about explicitly stating assumptions and their basis, ensuring projections are realistic with a range of variation, timing of sales increases, payment terms with buyers, increases in overheads, scheduling capital expenditure payments, loan repayments, additional capital needs, new costs, and one-off marketing costs. The responses indicate assumptions of gradual sales increases, maximum quarterly payment terms, some increasing operating costs, quarterly capital expenditure payments, considering loan repayments, needing more capital as the business grows, potential new costs from new ideas, and accounting for initial marketing costs.
This document provides guidance on writing macroeconomics essays for first year students. It emphasizes the importance of writing a clear plan before starting an essay. The document then discusses three example essay questions and provides a sample plan for how each question could be addressed. For each plan, key concepts are explained and how they would fit into an answer following the "LSE method" of telling the reader what will be discussed. Diagrams and independent thought are also emphasized. The goal is to help students structure their essays to demonstrate a strong grasp of macroeconomic theories and concepts.
1. The document provides an overview of finance concepts from the perspective of John Becker, including the goal of finance, key tools and methods, and criticisms of the field.
2. The goal of finance is described as balancing value and risk. Value refers to expected future cash flows while risk is the possible deviation from those expected cash flows. Financial tools help evaluate investments and determine if the expected return justifies the risk.
3. Discounted cash flow analysis is identified as the most important tool as it allows present valuation of future cash flows. The weighted average cost of capital is also discussed as a method to determine an appropriate discount rate based on the costs of equity and debt.
4. Criticisms of
Mapping context is important for agile consultants to understand the key factors surrounding their work. Consultants should map context at different levels - focusing on the problem, power dynamics, and mindset of the client organization. By paying attention to interactions, building relationships, and embracing change through agile practices, consultants can gain a deeper understanding of the client's context over time. With a strong context map, consultants can then use deliberate practices to influence the client's mindset and behaviors in a way that best addresses the underlying challenges.
The document provides guidelines for communicating bad news, recommending that one should clearly state the situation, discuss how it came to be and alternatives considered, state a recommendation with a plan to address problems, reaffirm goals and expectations, and provide contact details for follow up questions.
The document discusses different perspectives on goal setting and provides tips for effective goal setting. It emphasizes that goals should be specific, measurable, attainable, realistic and timely. Goals should also align with one's values and vision, and require effort beyond current actions. Effective goals are written down and broken into smaller steps to work towards. The document also discusses how goals can be applied to performance reviews and sales planning.
The document discusses A3 thinking, a problem solving and continuous improvement approach developed by Toyota. The A3 format involves using an 11x17 inch sheet of paper to tell the story of a problem by outlining the current situation, goals, root cause analysis, potential countermeasures and implementation plan. It is intended to structure thinking and facilitate communication and collaboration between individuals and groups in order to identify and address problems.
Recruitment trainer Nicky Coffin talks though 6 steps to high billing success. Includes staying focused on key tasks, quarterly achievements and pro actively making long term gains in your business
This document provides advice for new CIOs on how to effectively start in their new role. It discusses determining whether the existing IT department needs improvement or is well-run. For a well-run department, the CIO should look for opportunities not seized, festering personnel issues, and pent-up demand for IT services. The document also provides a proven three-part formula for giving constructive feedback on observed employee behavior: stating the behavior, how it made you feel, and why it caused that feeling. Finally, it notes feedback should be given privately for negative behaviors and in equal measure for positive and negative behaviors.
The document discusses the concepts of "managing up" and "leading up" in an organizational context. It defines managing up as consciously working with one's boss to achieve mutual benefits, rather than political maneuvering. Leading up involves offering strategic insights or plans to help the organization. The document notes that while managing up has a negative connotation, leading up can have a positive impact if the organizational culture supports upward feedback and insights from all levels. It provides recommendations for effectively communicating and working with others based on personality types.
This is a special edition of the power point presentation prepared for the 9 day Programme on Personality Development, [ 6th to 15th July 2010], organized for the benefit of the final year students of the graduation programme of the Andhra Mahila Sabha College for Women, Hyderabad. The programme was conducted mainly in Telugu. The live audio recordings can be freely listened to at: www.archive.org – please search for Prof. V. Viswanadham and further search for the topic.
Final cycles overview jan 2019 with toolkitBryan Cassady
Scaling up is hard and deadly if done wrong. We would like to help you get it right.
This presentation introduces the ABCs method of innovation and provides toolkits you could use to grow fast while reducing riks
Details
A study by Startup Genome analyzed the results of 3,200 start-ups, they found that of the majority of start-ups failed. That shouldn’t come as a surprise to anyone. What is more important is they found, 70% failed because of premature or faulty scaling.
In this workshop, you learn about the ABCs method. The ABCs method is a system-based approach to growing your business. It has been proven to build ideas up to 6x faster while reducing risks 30-80%.
There are companies that succeed and companies that fail. The biggest difference between winners and losers is smart winners make good, even mediocre, ideas great over time.
This presentation includes a draft version of the tools that will be presented in our new book Cycles
Keywords: Bryan Cassady , Innovation , Lean
HoshinOnline.Com is a platform that helps organizations with strategic planning and execution through features like documenting hoshin review meetings, tracking action items, and sharing information to align priorities. It allows users to access meeting documentation and action items, recognize achievements, keep all informed of progress, and adjust strategies when needed. The platform supports recording agendas, attendees, and attachments for regular hoshin review meetings that are important for monitoring strategy and resource allocation.
Problem solving is the process of finding solutions to problems through thinking and mental operations. It involves identifying the problem, defining and understanding it, developing a strategy, organizing relevant information, allocating resources, monitoring progress, and evaluating results. The key steps are to properly identify and define the problem, develop a solution strategy considering available information and resources, and monitor progress to evaluate the solution and ensure it addresses the problem. Problem solving is an important skill for managers and careers generally.
Thinking Strategically About Content - Localization World SingaporeScott Abel
In this presentation from Localization World Singapore, April 2013, Scott Abel explores the importance of thinking strategically about content (how it is created, why its created, and the goals of global content initiatives) by helping the audience understand the importance of vision in content strategy. The presentation also touches on how organizations can find time for innovation and provides several resources for content strategy professionals.
The document provides headcount and salary assumptions for Dickson Manufacturing Company's 2006 budget. It lists positions within various departments including management, finance, human resources, supply chain, and production. For each position it provides the 2005 basic salary, expenses per staff including overtime pay and pension contributions. The headcount assumptions will inform the labor costs within the company's 2006 budget.
Reporting for operation 1 (restructured course)Dick Lam
This document discusses several topics related to business management including theories of profit maximization, sales and cost reduction strategies, objectives of performance measurement, Howard Gardner's five minds framework, the concept of passion in driving change, and structuralism as a theoretical paradigm. It provides examples and definitions for various concepts like reciprocal induction, the inferiority complex, human nature, and the seven types of waste. The overall document presents an overview of different ideas and approaches for analyzing and improving business operations and performance.
This document discusses the importance of financial knowledge for general management. It argues that financial data can help managers make objective, data-driven decisions while overseeing large-scale operations. However, it also notes that relying solely on financial figures without understanding people and operations can be limiting. The document advocates for an approach that incorporates financial metrics alongside collaborative, rational thinking to properly structure organizations and empower staff. Financial literacy is presented as a tool that can bridge different functions and help achieve organizational goals when used reasonably and with the right people's interests in mind.
The document appears to be a general ledger report with various accounting codes, values, and tables. However, most of the values are marked as "#VALUE!" or "Err:508" indicating there are errors or missing values in the ledger. It includes basic ledger information like account codes and names, transactions, departments, and voucher numbers but the financial values themselves seem to be invalid.
1. The document discusses improving customer service in manufacturing by shifting from a reactive to proactive paradigm.
2. It highlights some inherent problems within organizations from an operational perspective that can lead to bad customer experiences.
3. The author argues for understanding the full value chain, customer demand, inventory levels, and using tools like Excel to improve communication and better serve customers.
1. Budgeting is an important tool for companies to plan and simulate financial outcomes for the upcoming year. It helps identify risks, opportunities, and strategies through developing objectives, assumptions, and calculations.
2. Common reasons for ineffective budgets include it being a top-down exercise with little value, lack of monitoring, and failure to link the budget to daily operations and performance.
3. The budgeting process involves determining objectives and assumptions, outlining strategies to meet targets within constraints, and developing the methodology and calculations to project sales, costs, expenses, and profits.
X Lerant Presentation On Integrating Strategy And Budgeting PdfLServen
The document discusses creating a culture of accountability in budgeting by directly linking budgets to organizational strategies. It outlines several problems such as strategies not being well documented or understood, and budgets being based on history rather than strategic goals. Solutions proposed include developing clear strategic plans, building consensus around budgeting to strategy, establishing accountability, and assigning roles to ensure the budget supports strategic initiatives. The document provides recommendations for implementing these solutions through steps such as setting goals for each strategic initiative and allowing users to budget for initiatives instead of just cost centers.
The Role of Acquisitions in Corporate GrowthHouston Lane
This document discusses acquisition basics and how they apply to everyday business. It provides three ways for a business to grow: through new capabilities, brands, geographies; through new products or customers at 12-15% growth; or through price increases at 4-6% growth. However, 70% of acquisitions fail to create value due to inadequate planning, resources, communication, or misaligned incentives. The document outlines characteristics of successful acquirers, including having the right perspective, prioritization, planning, and process. It also discusses focusing efforts on integration post-close to prevent issues like delays in asset appraisals negatively impacting reported results.
Strategic planning is important for companies to survive and succeed in today's rapidly changing global marketplace. Most companies do not have a proper strategic plan and only focus on short-term goals rather than long-term vision and direction. Strategic planning provides companies with purpose, direction, and a way to align all business activities. It requires creating a clear vision and values, developing a well-thought out plan with input from inside and outside the company, and committing to great execution through communication and accountability. Companies that strategically plan and implement their plans have much higher success rates than those that do not plan strategically.
The document discusses key aspects of preparing a profit plan or business budget, including:
1) Using three wheels (profit wheel, cash wheel, ROE wheel) to plan and connect profits, cash flows, and return on equity.
2) The formal budgeting process which takes months and involves forecasting, setting guidelines, and consolidating draft budgets.
3) The tension between using budgets for planning versus control, and how being too focused on targets can discourage transparency.
Financial Concerns for Board Members MW Caryn Ryan
This document discusses financial concerns for board members. It begins by stating that one key responsibility of board members is making decisions regarding an organization's finances. Board members must help navigate different life cycles and complexity levels. The rest of the document provides guidance on financial roles, fiduciary responsibilities, understanding financial statements, asking the right questions, and establishing financial committees. It also outlines specific financial concerns depending on what stage of the organizational life cycle an organization is currently in.
The document discusses issues with traditional annual budgeting processes and proposes alternatives like rolling budgets and beyond budgeting principles. It notes that annual budgets can hinder innovation by locking organizations into plans made over a year in advance. Rolling budgets and emergent budgeting allow for more flexibility and adaptation to new information. The document advocates giving teams freedom and resources to act based on clear values and goals, rather than micromanaging them. It also emphasizes the importance of transparency around finances and focusing on customer outcomes over meeting fixed targets.
This document provides guidance on developing and implementing an effective strategic marketing plan. It emphasizes the importance of having a clear strategic direction and measurable goals. Key aspects discussed include involving stakeholders, understanding the market environment, aligning the plan with organizational objectives, developing strategies and tactics, monitoring progress through metrics and reporting, and continually updating the plan based on results. The overall message is that an effective strategic marketing plan requires focus, accountability, and continuous optimization based on performance.
Impact 3 areas to achieve desired sustainable business growth.pdfQuek Joo Chay
This document discusses strategies for achieving sustainable business growth by focusing on impacting three key areas: decisions, sales, and cash. It emphasizes the importance of balancing activities in these areas to nurture growth holistically over time. Specific techniques are provided for improving effectiveness in each area, such as aligning sales strategies with other activities to boost profits, maintaining optimal cash levels for short and long-term needs, and establishing systems to make consistent, high-quality decisions even with limited information. Conducting regular self-checks of business health and goals is also recommended to ensure strategies remain effective and address any challenges to ongoing growth.
Scott Wenhold is the CFO of Synergis Education based in Mesa, Arizona. As CFO, he is responsible for all financial decision-making and supporting the company's growth and strategy. Over the past 12 months, Synergis has reached new milestones by serving more colleges and universities. Wenhold focuses on a dozen key metrics to monitor business performance and develops finance talent by having younger staff participate in senior meetings. He advises rising CFOs to be strategic leaders who minimize transaction processing to act as business advisors.
This document provides guidance on developing a strategic plan to help businesses succeed. It discusses defining a vision, purpose, values and critical success factors. It uses John F. Kennedy's vision to land a man on the moon by the end of the 1960s as an example of effective strategic planning. Tools like SWOT analysis and flow charts are presented to help structure the planning process.
roadmap-successful-succession-plan - 2014 Fall SRR JournalAlex W. Howard
This document provides an overview of key steps for business owners to develop a successful succession plan. It recommends starting the planning process 5 years before anticipated exit and assembling an advisory team that includes a family business advisor, CPA, investment banker, wealth advisor, attorney, and insurance professional. The succession planning process involves 4 steps: 1) assembling an advisory team, 2) determining the current value of the business, 3) establishing the desired future value, and 4) developing strategies to increase the business value over time to meet retirement goals. Understanding value drivers like profit margins, growth potential, and proprietary assets is important for setting accurate business valuations and exit prices.
Customers mostly like the ideas that have origin in their believes, experience and habits. It is much more effective to convince the customer to some idea or solution if he/she articulates this idea/solution and then believes that we are actually following his/her concepts.
This presentation focuses on the Discovery and Elicitation tasks and techniques with special attention to methods that are related to coaching. Coaching being originally part of personal development can be also used sales and in managing customer expectation. It is often defined as “form of development in which a person called a coach supports a coachee (learner or client) in achieving a specific personal or professional goal by providing training and guidance.”. Let’s try to convience an Eskimo to buy a fridge!
The document provides guidance on strategic and business planning for non-profit organizations. It emphasizes that planning is a critical process that establishes a vision, mission, goals and implementation plan. Strategic planning focuses more on internal strategy while business planning also includes financial projections and is often shared externally. Key components of planning include assessing strengths/weaknesses, opportunities/threats, developing strategies to achieve goals, and creating detailed implementation and financial plans.
The document discusses strategic planning for non-profit organizations. It defines strategic planning as taking stock, focusing on common objectives, and brainstorming how to achieve objectives. The document outlines who should be involved in strategic planning, when it should occur, and what the key outputs should be including a vision, mission, values, SWOT analysis, objectives, and strategies. It provides examples and tools to guide the strategic planning process.
This document summarizes a client's financial situation and goals. It identifies key priorities like education funding for children, maintaining lifestyle, and leaving a legacy. It then outlines a wealth management plan with strategies for accumulating, preserving, and transferring wealth to accomplish the client's objectives over time. These include tax planning, asset allocation, portfolio management, estate planning, and ongoing review to adapt to changes. The overall goal is to provide independence and freedom for the client and their family through a customized, comprehensive wealth management approach.
This document contains a copyright notice for a book on business acumen published by NexGen Prep, Inc. in 2015. It states that no part of the publication may be reproduced without prior written permission, except for brief quotations for non-commercial uses permitted by copyright law. It then provides a table of contents that lists 10 chapters on topics related to business acumen, including key performance indicators, risk management strategies, recognizing learning events, and financial literacy. The preface provides an overview of the book and what readers will learn about increasing financial literacy, improving business sense, recognizing learning events, managing risk better, and increasing critical thinking.
The document outlines the process of strategic business planning, which involves defining a vision for the future of the organization, conducting a gap and SWOT analysis to understand strengths/weaknesses and opportunities/threats, setting objectives to achieve the vision, crafting an action plan, and monitoring performance. It emphasizes that strategic planning is a process, philosophy, and gives structure to link long, medium, and short-term plans. Key steps include developing factors from analysis, prioritizing issues, setting measurable business objectives, and creating an action plan with assigned responsibilities and due dates.
The document discusses Hoshin planning, which is a strategic planning process used to align organizational goals and resources. It defines key terms like vision, mission, targets, and strategies. An effective vision paints a picture of the future, motivates employees, and provides direction for decision making. Creating a shared vision involves building commitment across the organization so everyone understands their role in achieving the desired outcomes.
This document contains notes from a presentation on finance and operations reporting. It discusses the role of a junior manager focusing on daily reporting of expenses, sales, production outputs, and other metrics. While the work can feel "lame" compared to strategic work, reporting is still important for triggering actions, generating alerts, and helping the organization avoid recurring problems. The presentation emphasizes establishing critical reporting elements like clear formatting, highlighting trends, and asking questions; and using IT tools effectively to analyze data and knowledge rather than just prove work is being done. It also discusses materials, production, and planning reporting factors to consider.
The document discusses various topics related to operational reporting from a finance perspective. It begins by describing the role and mindset of a junior manager focused mainly on reporting figures. It then provides details about the author's background and contact information. The remainder of the document offers suggestions on types of reports to generate, including daily sales reports, monthly sales forecasts, and gross margin reports. It emphasizes the importance of focusing reports on key indicators, using clear formatting, and taking action based on the data presented.
Basic accounting principles provide the rules for recording transactions and reporting financial information. They ensure consistency and allow for statutory reporting, banking relationships, and gaining supplier credit. The key principles include accounting standards, concepts, and policies set by laws, listing rules, GAAP, IAS, and IFRS. Major concepts include the business entity, going concern, consistency, matching, accrual, prudence, and revenue recognition concepts. Proper application of accounting principles requires collaboration between departments to accurately record revenues, costs, and expenses in the correct period.
The document discusses the importance of collaboration and trust within organizations. It notes that through collaboration and learning, people can achieve things they never thought possible and extend their capacity to create. However, collaboration also requires addressing potential challenges like determining common interests when perspectives differ, establishing trust among peers, ensuring fairness and reciprocity in social exchanges, and developing a culture of openness where checks and balances are valued. The document stresses that collaboration is key to overcoming inertia within systems and breaking through to new possibilities.
This is the draft agenda of the training seminar of Production Scheduling. You are welcome to provide your suggestion on the content of this seminar.
You can write me to the following email address:
dicklam128@hotmail.com
The training seminar of Production Scheduling is expected to launch on April 2011 both in Hong Kong and Shanghai.
If you are interested in joining the training seminar, you can contact the following training institution:
Hong Kong: training@universal-hk.net
Shanghai: enquiry@medglory.com
The document contains tables with plans and factors for amounts, colors, and transparency across multiple weeks. It also includes source data with targets and actuals for each week. Many of the cells contain errors due to invalid formulas.
The document contains data on targets and actuals over multiple weeks for different projects. It also includes waterfall charts showing performance against plan by week. The charts contain functions to automatically generate single and three-color waterfall diagrams from the source data.
A standalone and complete model for keeping in/out record of inventory. A good reference for Excel advanced functions.
It is better viewed in Excel 2007 as some functions cannot be used in Excel 2003
This document summarizes a company's 2008 income statement and projected budget. It shows actual 2007 figures, projected 2008 budget, and the increases/decreases between years. The 2008 budget projects no sales, costs of sales, or expenses due to missing data. It also requests $268,766 for capital and $5,190 for expenses. Projections for 2009-2010 assume the same sales amounts as 2008, with costs estimated at 81.8% of sales and margins at 18.2-19.9% of sales, yielding an EBITDA of around $1.2 million each year.
New missions for HR - Internal control 2010 ch 9Dick Lam
The document discusses the new missions of HR which include building an ethical system within an organization by defining right and wrong values and promulgating action principles. It also talks about nurturing human capital and maintaining ethical systems. It provides examples of ethical principles like the value of life, goodness, justice, honesty, and individual freedom. It discusses areas for practicing ethics like codes of conduct, orientation, appraisal, atmosphere, and communication channels. It gives Enron's 65-page code of conduct as an example that was based on Boy Scout values but notes it advised doing as it said, not as it did.
Examples of some functions used in advanced way. You will realize the power of Excel in resolving real life problem, particularly in inventory management
Downloading to view is strongly recommended; otherwise, the limitation of slideshare.net
This document discusses using Excel for inventory costing and management. It recommends focusing on operational metrics like inventory turn rather than just financial calculations. Managers should balance operational and financial concerns by working with both customers and suppliers. Key factors to determine include the visibility window for inventory planning, target inventory levels, and alerts for excessive, obsolete, or out-of-stock inventory. Effective inventory management requires setting appropriate target inventory levels for different material categories while maximizing constraints like material availability and workflow processes.
This document outlines a two-day course on costing and inventory management using Excel. Day 1 covers underlying MRP principles, inventory forecasting, bills of materials, and Excel modeling. Day 2 focuses on template construction, stock aging reports, and Excel skills like functions and formulas. Key concepts discussed include target inventory levels, safety stock, materials requirements planning, bills of materials, routings, and using Excel functions to analyze inventory data.
The document provides information on risk management for manufacturing. It discusses financial crises in the UK and US and responses from Gordon Brown, Barack Obama, and George Bush. It then covers cash flow issues for businesses and strategies for risk management, including managing accounts receivable, production and inventory, cash, and people. The author Dick Lam has experience in management accounting and is a member of accounting organizations in Hong Kong and the UK.
Financial Risk Management For ManufacturingDick Lam
The document discusses financial risk management strategies for manufacturing companies during economic downturns. It provides examples of economic stimulus plans from Gordon Brown, Barack Obama, and George Bush in response to the 2008 financial crisis. The document then discusses various risk management strategies companies can adopt, including examining accounts receivable, inventory levels, cash flow, and personnel risks. It emphasizes regularly monitoring key performance and risk indicators to ensure business stability during difficult economic conditions.
1. Budgeting – A Management Tool Oct 23, 2009 Dick Lam 春有百花秋有月 夏有涼風冬有雪 若無閒事掛心頭 便是人間好時節
2. Budget, in a nutshell Look at your chart of accounts or your monthly income statement Empty the cells by months Fill-in the figures you think that most likely reflect the following year situation Tell the people to act on it next year Finish!!!
3. Structure of the course Some underlying concepts Changing Mind Action Items Strategy Persuasion Constraint Budgeting Budget Theory of Constraint Organization Theory of Exchange Kaizen Plan Management Consistency Culture 志不强者智不达;言不信者行不果
4. What am I doing here? Exert my influence to persuade you to accept budgeting in your business activities It is beneficial to the company and you Align your internal budgeting process to company budgeting
5. Factors of successful persuasion people like those who appreciate them mutual benefit like to listen those are alike to them authority/professional Scarcity make explicit commitment Hope, I could do the above for you
6. Sigmund Freud conscious Interact with the outside world preconscious ego super-ego subconscious id
8. 7 Re to change people mind Reason Research Resonance Representational Re-description Resources & Rewards Real world events Resistance 口開神氣散, 舌動是非生!
9. THE CAN DOATTITUDE You CAN DO everything, but not all at once. You CAN DO everything, if it’s important enough for you to do. You CAN DO everything, but you may not be the best at everything. You CAN DO everything, but there will be limitations. You CAN DO everything, but you’ll need help.
10. This is me… BBA in Accountancy (HKBU) Master of Arts in E-Business (CityU) Fellow of ACCA Worked in various enterprises and industries, mainly manufacturing in mainland China, focus on management accounting, business strategy, tax planning, supply chain management and new business setup in PRC Before 2009 working in a US company as Director of Administrative Services Now, Operation Controller in a Fortune 500 company Email: dicklam128@hotmail.com Blog: http://dicklam128.wordpress.com and more ….
11. Reference Sonshi - http://www.sonshi.com/learn.html Tao - http://www.wenhuacn.com/zhexue/daojiao/dianji/01laozi.htm The World is Flat Harvard Business Review, Dec 2007 Issue Changing Mind 5 Minds for the Future Maverick at works Halo Effect Myself & Other More Important Matters Wikipedia 社會心理學 – 浙江教育出版社
12. Content The need for budget & budgeting Reasons for ineffective budget Budgeting Process Application of Budget Paradox of Budget Implementation of Budget In-depth meaning of budgeting How little we know, how much to learn…
14. Another Angle…. Who is keeping the check book in your family? Do you plan for next year or the following months for your family? Your spending is to: fulfill need and want of you & your family generate income for the above purpose Family = Father and mother i love you
15.
16. What do we exchange? Reward Social Respect Social Support Social Recognition Praise Where there is unequal inter-dependence (reliance upon one side), power emerges as one owes to the other Not to be served but to serve
17. Servant Leadership vs. Superleadership Servant Leadership represents a philosophy in which leaders focus on increased service to others rather than to oneself. A superleader is someone who leads others to lead themselves by developing employees’ self-management skills. Superleaders attempt to increase employees’ feelings of personal control and intrinsic motivation. 非以役人, 乃役于人
18. Servant Leadership – 10 Characteristics Listening Empathy Healing Awareness Persuasion Conceptualization Foresight Stewardship Commitment to the growth of people Building community Robert Greenleaf
19. SERVE S…See the Future E…Engage and Develop People R…Reinvent Continuously V…Value Results and Relationships E…Embody the Values Source: “Leading at a Higher Level”, Ken Blanchard
20. Manageable Change/Calculated Risk Change is exciting when it is done by us, threatening when it is done to us Budget is the outline of any manageable change for the coming year
21. Do not ask the Lord to guide your footsteps if you are not willing to move your feet. Author Unknown
22. Before you start to think of Budgeting Do you regularly read the financial statement? Do you regularly read the departmental profit & loss? What kind of target are you assigned? Market Share? Sales? Cost? Net Income? Offering ownership to promote commitment
23. In God, we trust; all others bring data Profit = Sales - Cost Everything happens in a company will finally go to PNL
24. 夫未战而庙算胜者 得算多也 未战而庙算不胜者 得算少也 多算胜 少算不胜 而況于无算乎 孙子兵法- 始计篇 Say goodbye to all your Tacit Knowledge
25. Before doing battle, in the temple one calculates and will win, because many calculations were made; before doing battle, in the temple one calculates and will not win, because few calculations were made; many calculations, victory, few calculations, no victory, then how much less so when no calculations? Calculation – The Art of War
26. Human beings is not rational but rationalizing!! 曲則全,枉則直,窪則盈,敝則新,少則多,多則惑
27. Why rationalizing? Deep need for consistency When doing something, we need to have consistency and alignment between our actions and our belief Where there is inconsistency, either change What they are doing; or What they believe Worry about what people think about us if inconsistent Excessive money reward is an excuse of wrong-doing
28. What is the need? Bonus Determination But should the profit target be after the bonus? Resources Allocation A battle for struggling resources Setting Expectation Under-committed but over-performed; or, Over-committed but under-performed Political Tool or Economic Tool Can you determine your budget ultimately? 为善无近名,为恶无近刑。
58. Assumptions What is the inflation rate? Economic Growth %? What is the % increase in salary? General and Promotion – the overall increase ceiling What is the % between direct and indirect staff? Exchange rate, Rent, Contract price What else…
59. Your strategy to target… There is no leader without at least a follower…
60. Constraint Only project with payback period < 3 years being considered Headcount Ratio Direct vs. Indirect - 3 : 1 Gross Margin > 15% Emerging market at least 10% Cost Reduction: 5% on SG&A from 2007 With scarcity, we have economics.
61. The Theory of Constraint 5 Focusing Steps Identify the constraint Decide how to exploit the constraint Subordinate all other processes to above decision Elevate the constraint If, as a result of these steps, the constraint has moved, return to Step 1. Don't let inertia become the constraint
62. TOC Thinking Process Gain agreement on the problem Gain agreement on the direction for a solution Gain agreement that the solution solves the problem Agree to overcome any potential negative ramifications Agree to overcome any obstacles to implementation 上下同欲者勝
63. What is your constraint? Any way to broaden it? Can you pinpoint the constraint year by year over the past 5 years? Why the constraint in the past disappear? And how? Balance the cost & benefit of doing it… Are you the constraint of the budget?
64. Questions of change What to change? What to change to? How to cause the change? How to maintain the change? McCain: I use my career to promote change..
65. How to change Establish a sense of urgency Create the guiding coalition Develop a vision and strategy Communicate the change vision Empower broad-based action Generate short-term wins Consolidate gains and produce more change Anchor new approach in the culture
66. What should be your focus? Strategy Internal vs. External Expansion/Integration/Breakeven Sales/Operation/People Organization Structure Resource re-allocation Rightsizing / Business Process Re-engineering Organization Culture Walk the Talk and then Talk the Walk
73. Capital ExpenditureFocus on value-added cost & expenses Critical: Who determine the sales target? Direct Indirect Good news: the Africans do not wear shoes!!
74. Sales Bridge 2009 2010 Market/Customers Segmentation Identify the risk & opportunities Outline sales strategy & execution plan Tell the story of Sales Truth to the Teller Truth to the Audience Truth to the Moment Truth to the Mission (HBR Dec 2007) Storytelling: a force for turning dreams into goals and then into results
75. What is your sales strategy in 2010? Selling product or services (what services?) Segmentation / Classification Market/Product Existing Business vs. New Business Level of confidence Do you have the right people in place? If no, then….. What is your sales expense budget? Finish your job; people in China is hungry for yours
78. Questions to new program Is there any measurable evidence of the value of the program under review? Are the goals and objectives of the program important enough to warrant the expenditure being made? What would happen if the program were not provided at all? Are there other less costly and more effective ways of achieving these objectives? Walk in stupid everyday
79. Last 2 Questions… Where would the program fit in if all programs were displayed in order of importance? Would the benefits be greater if a portion of the funds spent on the program under review were used instead of other programs? Keep it fun
80. Keep the sales Why customers loyal to your company? Have you ever got the satisfaction score from your customers? How do your customers look at you? Exploration vs. Exploitation Sales & Marketing / Customer Service Product Engineering (PE) Make your people happy so that they can make your customer happier
82. “ Brand is the psychological contractbetween a company and its employees and between those employees and their customers We have to keep doing more than our customers expect us to; we can’t worry about what other companies might do. ” Mavericks at Work
83. But our PRC Competitors defeat us by … offering good enough products lower price massage & rebate Dragon at your door!
84. Re-define your own standard the GiveAway % the Quality standard the Brand the cost structure …… Pre-moterm Analysis!!!
85. Keep the people and their heart… Why people loyal to your company? Have you ever got the satisfaction score from your people? How do your people look at you? Exploration vs. Exploitation Find the right people within and without the organization Elicit the intelligence from the incumbents Keep the likeables, dump the Assholes.
86. Low-cost ways to please ….. Personal thank – an employee for a specific job well-done Specific praise– in a letter or thank-you note Provide information– as possible about the company Include in decision– in the decisions you make Give Opportunity – to learn as many new skills Celebrate successes– with passion Provide free time & flexibility– at their convenience People quit people, not companies
88. Bills of Material Convert the sales budget to production budget Is there any time lag between sales & production? In other words, any inventory days for finished goods?
89. Revisit the assumption in BOM In house vs. Outsourcing Scrap Rate List of scrap rules Too low or too high? Zero defect rate? Target DPPM Any buffer? Simple scrap vs. Compound scrap Wastage is allowed (not aware of) when time is good
90. Do you have the detail? Budget in Store Keeping Unit (SKU) Determine the cost of goods sold Identify what volume of raw materials required So as to set out the following works: Purchasing strategy about pricing / vendor selection / order allocation / replacement Measurement: Purchase Price Variance (PPV) Budgeted Inventory Level Obsolete Inventory in the warehouse Anything else?
91. NOW Know the Present, Know what you “really” have
92. Past Purchasing Activities!!!! Any new suppliers introduced? Any suppliers disqualified? What PPV generated? Order allocation on the right track? (i.e. according to suppliers score card) Any sourcing changed and the effect? Any replacement and the effect? To whom do you review first and how? 前事不忘, 後事之師
96. How much do you know your purchasing? Order placement & delivery arrangement SPQ / MOQ Lead time CAR Customers composition of your major vendors …….. Passion attracts Passion!!
98. Routing Process by process for completion of the production of a product Labor hours required for each process of a particular labor type In principles, it is the labor hours for each work station Then, no. of laborer is determined for a particular volume of production
99. Takt time…. The routing hours should be the actual working hours, i.e. hours under perfect state of motion, no waiting As a result, efficiency factor can be measured
101. How to deal with fluctuation? Pre-build, but cost of holding inventory No pay leave, annual leave in low season Alliance with other factories ………
102. 4 unexpected leadership qualities Selectively reveal your weaknesses Rely heavily on your intuition to gauge the appropriate timing and course of actions Manage employee with tough empathy Capitalize on differences Rob Goffee, Gareth Jones Internalization vs. Understanding
107. Income Statement Putting Sales, Cost & Expenses altogether But how do you work out the cost & expenses detail? Product PNL / Customer PNL CQ + PQ > IQ
108. Zero Base PNL Identify the cost nature so as to determine the breakeven point Then, is it possible to reduce the fixed cost? What minimum capacity should be maintained?
111. Profit Map 84 Sales $ Profit Total Cost Fixed Cost Loss Variable Cost Qty Breakeven point
112. A Paradox of Pricing Formula Price = Unit Cost + Mark-up % Cost: Variable Cost, Fixed cost Variable Cost: more output, fixed unit cost Fixed Cost: Lump Sum / Output more output, less unit cost less output, more unit cost Suggestion: Convert fixed cost to variable cost as far as possible
113. How detail? No free lunch!! Nothing is impossible provided there is sufficient resources Work out the detail of resources requirement so as to materialize the goal, regardless of its nature – self determined or assigned Detail is to differentiate your aspiration from dream The more the detail, the stronger the confidence
114.
115. If yes, do you know the expenses patternor relationship with sales?
116.
117. Poka Yoke (Avoid any inadvertent Errors) Unintentional Errors Overlook Misunderstanding Judgment Inexperience Frequency No Benchmarking Standard Accident Intentional
118. Poka Yoke in action - Reasonableness Trend by month Benchmarking Comparison Compare with previous years Compare with current year forecast Compare with industrial standard Check figure Encourage Q & A Index
119. Walkforward / Defense EBITDA bridge Quantify all identified risk & opportunities Give detail of cost reduction and others Defense your budget Prepare the detail for challenge Identify the focus area of Income Statement 實踐是檢驗真理的唯一標準
121. Any productivity improvement plan? How do you measure operator productivity? How to improve it? What is the financial impact? 7 Waste 8th Waste ….. What is the target Hourly Rate? Labor cost & Overhead
122.
123. More on Walkforward template Projects profitability highlight (new/lost) Cost reduction/increase highlight Variable Budget
128. Cashflow Fund for investment opportunity Rainy-days fund Profit without cash inflow is fictitious profit Usage of cashflow statement in budgeting Notify when cash injection needed and cash return happens Yardstick for liquidity performance 世路難行錢為馬, 愁城欲破酒為軍
129. Cashflow working Net Income is not cash which include non-cash spending – depreciation & amortization Receivable is cash held by customers A/R , Cash Payable is cash hoarded from suppliers A/P, Cash Capex is spending ahead Your cash position is reflected by the bank statement/cash ledger
132. Contingency Challenge of Assumptions Sensitivity Analysis Backup/Compensating plan If plan A fails, plan B will follow Opportunity of Cost Innovation 曲突徙薪亡恩澤,燋頭爛額為上客
133. Execution Plan (Monitoring) How to measure? Key Performance Indicators (KPI) The higher the better Return on equity Key Risk Indicators (KRI) The lower the better Overdue Debt to A/R Look at your IS at different dimension Customer P&L Product P&L Go fast, Walk alone; Go far, Walk together
137. Application of Budget Commitment vs. Compliance Commitment generates productive behavior without the need for monitoring Compliance may result in similar behavior, but rarely generates initiative. Compliance strategies rely on external enforcement 夫禮者,忠信之薄而亂之首 !
138. Review Link the budget to performance appraisal Bridge the gap Evaluate the degree of achievement every month Any remedy or compensating control? 交數交人交自己
141. Lags behind the budget, over-commit but under-performBe careful! When you start the game, it will continue for good
142. How detail do we need? Detail (Logic) Flexibility People need to prove they are trustable
143. Back to Basic 天下难事,必作于易 天下大事,必作于细 Socrates: the great inquisitor
144. In-depth meaning of budget A break for management to think about next year To determine the corrective actions required To determine the yardstick of next year performance To allocate resources based on certain conditions To bring(force) everybody to the strategy Think Ahead
146. Sales – the source of budget How to retain the existing customer? How to uncover the intrusion of low cost competitor? Is the new program profitable and cash-collectible? Do we have sufficient/correct segmentation? Don’t expect our employees can make customers happy if they are not happy
147. R-W-W Is it Real? Can we Win? Is it Worth doing? 知可以戰與不可以戰者勝
148. 5 R – Cost saving strategy Remove Why does a particular expense need to incur? Is there a way to totally remove this expense? Replace If not possible to remove this expense, can we replace the function with a cheaper one? One to say Yes, Two to say No.
149. Reduce If not possible to remove it, is there a way to reduce the spending? We should think about request for price reduction from supplier or source alternative supplier. There is no repeated fluke!
150. Redesign If not possible to reduce, can we re-design the process to utilize the scarce resources? Kaizen should be a continuous process. There should be a regular review of existing process by freshman. The old process creator should only act as a information provider but not member of new Kaizen group. 沒有最好 只有更好
151. Redistribute If not possible to redesign the process, can we have the function to share its value to different functional area as well as the cost? Maximization subject to constraint is maxim not only in economics but also in cost saving perspective. Great intelligence comes from heart, not mind
152. Step forwards to your Suppliers & Customers Suppliers Customers Suppliers Customers Stand still or fly?
153. Budgeting is a practice for making decision 千里之行,始於足下.民之從事,常於幾成而敗之.慎終如始,則無敗事
154. Business Integrity http://www.webpronews.com/topnews/2004/07/13/the-principles-of-business-integrity The company need to have the framework to run the business This is the basis for building trust The way applied in budgeting is part of the foundation The leader of an organization must be willing to open up to ideas for betterment Use budgeting as the 1st step – A foreground for open-minded discussion A small step today, A big step tomorrow
155. Organization Culture “It is a collective of the Values – ideas about what in life seems important the Conformed Norms – expectations of behavior in different situations the Artifacts – derivedthings or materials that abet a culture, that influence the behavior of the members of the society and helps them to cope with their world and with one another; these are transmitted from generation to generation, through learning and imitation…” Tough Empathy
156. Culture Shaping Moment: Every breathe you take, every move you make, they are watching you The daily words, behavior, events, and decisions that reinforce who you want to be Create experienced meaningfulness! A learning organization
162. Johari Window Joe and Harry suggested, be a better functioning person if you could make pane D as large as possible Nobody is as smart as everybody
164. Peripheral Thinking…. Do you budget for the following? Order Lead Time Policy & Procedure(SOP) Innovation Leadership Staff Turnover Rate Employee satisfaction Trust Social Capital But, why should I believe you?
165. Some sidetracking Trust: I cannot ask for it I can accept being trusted or give trust When I trust, I expect something happen When I trust, I take the risk It liberates and mobilizes human agency, release creative, uninhibited, innovative, entrepreneurial activism toward other people
166. To be trustworthy I need to be financially healthy proved by the Balance Sheet & PNL I need to meet the expectation of the creditors, suppliers, customers & employees I need to be consistent with what I said and intended to do
168. Plant your own garden, decorate your own soul, instead of waiting for someone to bring you flowers. Veronica A Shoffstall
169. What am I talking about till now? Financial Statements & its construction Management by applying the financial model Walk through the business cycle of a financial year Raise questions to elicit intelligence Nothing more… But we call it BUDGETING Early to bed and early to rise, make a man healthy, wealthy and wise