Search results for: “davidparmenter.com”


  • 8 templates to help you with your annual planning (budgeting) process

    By David Parmenter These annual budgeting & planning templates come from “An Annual Plan in Two Weeks or Less implementation guide” (Whitepaper + e-templates).  This  implementation guide is currently on sale (over 40% discount) and comes with over 20 electronic templates including those shown below. To buy the   “An Annual Plan in Two Weeks or Less implementation guide” (Whitepaper +…

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  • The 10 common problems with spreadsheets

    By David Parmenter The 10 common problems with spreadsheets are: Rule of 100 rows I believe you can build a forecasting model in a spreadsheet application and can keep it within 100 rows without much risk. Pass this threshold and you expose yourself, your finance team and the organization. Forecasting requires a robust tool, not a spreadsheet…

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  • Why annual planning and budgeting is broken

    Why annual planning and budgeting is broken By David Parmenter The annual budgeting/planning process is part of the trifecta of lost opportunities for a corporate accountant.  The other two being the year-end accounts and the monthly accounts processes.  All three exercises keep the corporate accountant locked into processing and reporting leaving little time for added…

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  • Area of Mastery – Rapid Annual Planning (a precursor to QRF)

     The annual plan is wrong as soon as the ink has dried The annual planning (budgeting) process is part of the trifecta of lost opportunities for a corporate accountant.  The other two being the year-end accounts and the monthly accounts processes.  Annual planning may have worked from Henry Ford but no longer in the 21st century. All…

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  • Area of Mastery – Management & Leadership

    Management and leadership lessons for young professionals Imagine your organisation being led, at all levels, by ‘winning’ leaders. Imagine your organisation growing all your leaders in-house. Imagine your organisation recruiting the right staff all the time. This website will offer you methodologies from the great paradigm shifters of the last forty years ( Drucker, Welch, Collins,…

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  • Area of Mastery – Quarterly Rolling Forecasting and Planning

    How to Implement Quarterly Rolling Forecasting and Quarterly Rolling Planning – and get it right first time – Implementation Guide (110 page PDF whitepaper + E-templates) If your forecasting is a nightmare, of long nights, Excel spreadsheet error messages and praying that the resulting numbers are right you need to read this paper.  This white paper…

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  • Testimonials on The Financial Controllers and CFO’s Toolkit 3rd edition

    “I bought this book in an attempt to learn more about lean practices and various finance frameworks and I was not disappointed.  This is by far one of the best books on the subject on Amazon. Every concept is explained with examples so that you can directly apply it to your organizations.Additionally, the concepts in the…

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  • David Parmenter’s past speaking engagements

    Workshops Here are examples of previous KPI public workshops In-house Courses In-house courses delivered using webinar technology (delivered in 2-2.5 hour sessions, covering multiple locations, maintaining high degree of involvement) Examples of lean finance team webinars  In-house courses delivered onsite Working with professional bodies Video of David Speaking at the 8th TEC Asia Annual Meet

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  • How to sell the move away from annual planning

    By David Parmenter As we will know from past experiences this sales process is not easy and can be prone to failure.  I would argue that more than half the initiatives that are declined, at the concept stage, were under sold.  In other words, given the right approach the initiative would have gone ahead. If…

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  • Six rules for sales pitch

    To create a successful sales pitch to your senior management team and the board, you should: 1.   Make sure you have a good proposal with a sound focus on the emotional drivers that matter to your audience. 2.   Focus on selling to the thought leaders on the senior management team and board before you present…

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