The language of Accounting is rooted in the General Ledger. Finance people pride themselves in knowing the general ledger accounts inside and out, and often they refer to these accounts BY NUMBER rather than by their description. Who else does that? Because Accountants think in General Ledger account terms, when it comes time to do… Read More
Is Excel an impediment to communication?Does the traditional budget template itself become an impediment to communication? I believe the answer is YES. And incidentally, it doesn’t matter if you use Excel or a million dollar system. If it looks like a spreadsheet, and quacks like a spreadsheet — it’s an impediment to communication. Let’s step back a minute and look… Read More |
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Why you need a Rosetta Stone for budgetingManagers and Accountants speak two different languages, so you need a Rosetta Stone to interpret. If you don’t remember the story, Egyptian hieroglyphics were a complete mystery until the discovery of the Rosetta Stone. The inscription on the stone records a decree that was issued in the year 196 BC. The decree appears in in… Read More |
Why locking down spreadsheet templates doesn’t workWe have discussed in this blog a big concept – Explicit Budgets for projects or initiatives. But not every department really needs that degree of sophistication. Sometimes it’s the small things that can improve communication. Like allowing managers to easily add justifications and detail. For example, we have a client that has an Administrative Services… Read More |
Partnering with your budget usersOur recommendations are for improving the budget process are grounded on two basic principles. The first is that to improve communications we need more participation from managers, not less. I know some of you are dealing with a very frustrated user community and you’ve been thinking about ways to involve them LESS in the process…. Read More |
Stanford Ph.D Defines BudgetSo what’s a Budget? Well according to one of our favorite customers, Chris Van Wyk at Drew University, “The budget should be a financial representation of the strategic plan.” Now Chris is an interesting guy. He is Associate Vice President of Finance at Drew, and manages the budget process there. But that’s not all. Chris… Read More |
The Circle of DoomThe consequences of not budgeting to your strategy (i.e., not integrating strategy and budgeting) can be pretty severe. We call it The Circle of Doom. And it begins with the development of strategy that never really gets done. I had a CEO tell me about the frustration he felt after a strategic planning retreat where… Read More |
Isn’t it amazing — The evolution of budgetingIsn’t it amazing when someone comes up with an idea and everyone says “That’s obvious, why didn’t they do this 5 years ago?” It’s more amazing still that when the idea catches on nobody would think of going back to the old way of doing things. Malcolm Gladwell talks a lot about this in his… Read More |