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Overall theme – The successful alignment of strategy and budget is widely accepted as sensible (and very necessary) management practice. Yet at the same time, it is frequently elusive – an often-quoted survey a few years ago indicated that
at least 60% of organisations do NOT align budgets and strategy.
The result of such non-alignment is confusion, and different interpretations of what the business is really trying to achieve with a consequent dangerous lack of focus. It is simply bad management.
Who should attend? The workshop is aimed at:
• Those who face the practical challenges of successfully implementing and sustaining a planning and monitoring
discipline that incorporates the strategically-focused Balanced Scorecard and the detailed financial disciplines
of the budget
• Newcomers to the Balanced Scorecard and those who need to understand how the BSC can be effectively
aligned with (rather than compete against …) the established budget process
• Those who are responsible for the budgeting process and who recognise the need to manage the interface
between strategy and budgeting
Session 1 – The BSC As A Planning Tool
• Using the BSC as a planning tool as well as in its more traditional performance monitoring role
• Cascading the strategy: developing Scorecards at business unit and department levels
• How can we align the non-financial measures/targets within the Scorecard with the detailed financial thrust
of the typical budget?
Session 2 – Budgeting As A Cornerstone Element Of Business Planning
• Outline of the role of budgeting within a wider planning context
• Top-down and bottom-up: how to align these two approaches in a practical manner
• Exploring which types of budgeting are best suited to alignment with strategy, including brief outlines of:
- Beyond budgeting
- KPI budgeting
- Performance budgeting
- Rolling budgets and forecasts
Session 3 – Developing An Integrated Strategy Planning And Budgeting Discipline
• Management ownership and organisational structures
• Examination of an integrated planning/budgeting process: what are the critical success factors and the
potential failure points to be avoided
• The way forward: developing an action plan for implementation “back at the office”
About Your Expert Workshop Leader
Alan Fell is a highly experienced specialist in corporate performance management having spent more than 25 years involved in a wide range of performance management disciplines – both in policy formulation and practical application roles – and more recently as a consultant and trainer.
Alan’s experiences cover an extensive range of financial management activities – from investment appraisal to budgeting, cost management to strategic planning, profit contribution analysis, capital management and the Balanced Scorecard. For much of his working life he worked at a major UK bank; in his most recent line management role he was Head of Planning and Finance for a major division with 3,000 staff and an annual turnover in excess of US$1bn.
For the past 12 years he has operated as an independent management consultant and trainer, concentrating on a range of financial performance management disciplines, especially budgeting, strategic management and Balanced Scorecard.
Alan is a highly experienced conference and seminar leader, having facilitated well over 150 events in the last ten years across the UK, Europe, Middle East, Far East, South Africa and the USA. He is a very regular visitor to the Gulf, and has frequently presented at conferences and seminars with IIR Middle East in addition to consulting with a wide number of Gulf and Middle East organisations.
“Dr Kaplan is an outstanding speaker and presenter.”
Durdana Rizvi, Faculty Business Department,
Dubai Mens College, UAE |