In order for a company to exist, it must organize itself in a way that fulfills its value proposition because a value proposition has enormous power. So, how can a company organize itself? The answer is with a budget.
This article focuses on the operational budget’s enhancements for the rolling forecast process and shows 7 possible benefits.
At the third FP&A Board Connect, Lukas Herbert shared a business case study on Zero-Based Budgeting (ZBB).
A company exists in order to improve the well-being of its stakeholders. Achieving this task is based on the ability of a company to connect with its customers. How a company connects with its customers is through a value proposition.
This is the second article in a series of articles devoted to the wide variety of the benefits provided by the next generation budget, the operational budget (OB), and its associated operational income statement (OIS). This article will describe OB’s benefits over the current budgeting process and its results. It will be of particular interest to FP&A professionals focused on the current budgeting process and how to improve it.
Two years ago, the company moved away from our annual budget and monthly variance reports, and adopted quarterly rolling forecasts supported by key performance indicators and scorecards. Is this approach useful to a line manager?