This course examines traditional budgetary and planning processes, and discusses alternative techniques and the implications of using them. It will examine the needs and imperatives of operational management and look at how managers and accountants can speak a common language through the planning and budgetary processes.
WHAT WILL I GET OUT OF IT?
• appreciation of the business environment and its impact on planning
• understanding of the limits of traditional processes
• awareness of the growing importance of non-financial elements in budgetary and planning processes
• the ability to bring budgeting and planning into line with performance measurement
• a user-friendly planning and budgeting process, strengthening operational management buy-in.
KEY FEATURES
• why do we budget and who is the budget for?
• problems encountered in the budgeting process
• zero-based and activity-based budgeting and rolling forecasting
• customers – the forgotten element
• product and customer life cycles
• linking the budget to planning and forecasting processes
• working without budgets – fact or fantasy?
WHO SHOULD ATTEND?
Finance directors, financial controllers, senior management accountants and senior operational management.
LECTURER
John McKenzie MBA, Independent Consultant
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