When I talk to CEOs and division heads (for example, in my coaching sessions), I sometimes have the impression that the budgeting process eats up too much of their time and energy, typically in the fall. As a former large company divisional controller, I can tell you a thing or two about it (and I see the same tendency in medium-sized companies, too).
The problem is that budgeting is 100% unproductive when measured against the company's purpose (mission) and vision (because hardly any company will make "outstanding budgeting" part of its mission or vision).
In other words, managers - and usually many other people involved - are working on something that is a "waste" in the traditional sense. In addition, the budgeting process often replaces strategy discussion. Not only do we then not have a strong business strategy, but also high opportunity costs.
Conclusion: In most companies, there are various “pot holes" in which resources are sunk - often with limited, and sometimes even negative, effects. I'd be happy to take a look at this together with you. Just get in touch with me.
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