Jun

10

Article: Timely Annual Planning Process – 10 Working Days or Less!

June 10, 2008 | Leave a Comment

Extract from “Pareto’s 80/20 Rule for the Corporate Accountant” published by John Wiley & Sons Inc
Background
This sounds impossible yet it is achieved. It takes good organization and recognition that the annualplanning process is not adding value, instead it is undermining an efficient allocation of resources,encouraging dysfunctional budget holder behaviour, negating the value of monthly […]

May

26

Article: How to implement a balanced scorecard in 16 Weeks not 16 months

May 26, 2008 | Leave a Comment

Robert S. Kaplan and David P. Norton, in their groundbreaking work The Balanced Scorecard, indicate that 16 weeks is an adequate time frame to set up a Balanced Scorecard (BSC). Why then does 16 weeks so often become 16 months? And, if BSC processes have revolutionised organisations, why aren’t all organisations, with more than, say, […]

Jun

21

Throw out the budget process, or at least radically alter it

June 21, 2007 | Leave a Comment

Companies in Asia, Europe, America and some in New Zealand are recognising that the existing budget process cannot continue. It has been with us, some say, since the Roman calendar was adopted by the western world. It is now seen by many that the budget process is a hindrance to management rather than a help. […]

Jun

19

How to implement quarterly rolling planning - and get it right first time

June 19, 2007 | Leave a Comment

“Quarterly rolling planning (QRP) is the most important management tool of this decade and is a process that will revolutionise any public or private sector organisation!”QRP removes the four main barriers to success that an annual planning process erects. An annual funding regime where budget holders are encouraged to be dysfunctional, a reporting regime base […]

Jun

18

Barriers to implementing a quarterly rolling forecast

June 18, 2007 | Leave a Comment

In earlier articles I promoted the use of quarterly rolling forecast forecasts, explained what they are and set out the lessons that organisation have learnt, the painful way. Now I wish to look at the implementation issues.
Whilst all implementations will be unique they should have many common features just like a fingerprint. This article will […]

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