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Home > Business/Finance > Diversified Services > Accounting & Finance
Reinventing Planning and Budgeting for the Adaptive Enterprise
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- Chapter 1: An Agenda for Change
- Research Findings
- The Strengths of the Annual Budgeting Process
- Accountability
- Weaknesses of the Annual Budgeting Process
- Structural Shortcomings
- Goal Setting
- Forecasting
- Resource Allocation
- Process Shortcomings
- Balanced Scorecard
- Behavioural Problems
- Incentive Compensation
- Devolved Responsibility
- Self-assessment Checklist: the current status of the budget
- Chapter 2: Creating an Adaptive Organization
- Defining an Adaptive Organization
- Appropriate Devolution
- A Dynamic Tension
- Continuous Learning
- An Adaptive Vision
- Senior Management Commitment
- A Compelling Case
- Chapter 3: Alternatives to the Conventional Budget
- Case Overview
- Disentangling the Budgeting Process
- An Interlocking System
- Managing with Adaptive Processes: six principles
- Self-assessment Checklist
- Chapter 4: Reinventing the Budget to Support Strategy
- Aligning Strategy with the Budget
- The Balanced Scorecard
- Strategic and Operational Budgets
- The Balanced Scorecard and Beyond Budgeting
- Shareholder Value Analysis
- EVA Explained
- Chapter 5: Moving to an Adaptive Model - challenges
- Culture: the most difficult challenge
- Research Findings
- Myriad Cultural Barriers
- The Role of Senior Management
- Senior Management Resistance
- Middle Management Buy-in
- Devolved Decision-making
- The Importance of Trust
- Teamworking
- The Support of the Finance Function
- Turf Protection
- More Enlightened Professionals
- Chapter 6: Decoupling the Bonus from Annual Targets
- The Downside of the Budget/Bonus Linkage
- A Ceiling and a Floor
- The Problem of Negotiation
- Relative Targets
- Shareholder Value Techniques
- Economic Value Added
- Nine Priciples of EVA-based Incentive Compensation
- Aligning Compensation to the Balanced Scorecard
- Difficulties in Scorecard/Compensation Link
- Weighting Perspectives
- Scorecard-based Plans
- Quarterly bonuses
- Chapter 7: Conclusion and Agenda for Change
- Future Developments
- No Change Expected
- Some Change Expected
- Significant Change Expected
- Key Questions for Becoming an Adaptive Organization
- Chapter 8: Eight Case Studies
- Boston Scientific
- Henkel
- Herman Miller
- Nordea
- Scottish Enterprise
- Statoil
- Tomkins
- UBS - Global Wealth Management and Business Banking
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