Corporate Salvation: Budgets Need To Be Linked Together.

In the past, every year, the most troublesome problem for middle and top managers of a company is to sum up the year-end work.

But now, the difficulty of budgeting has already surpassed the year-end summary. What is the goal next year? How much does it cost and the way to implement it must be included.

Summing up is just a recollection of the past, and budgeting is a comprehensive plan for the future.

Because the budget is ultimately judged by the leadership of the higher authorities, many managers call it "the end of the year".

An example is no exaggeration: a new chief executive was asked to take sick leave because he was afraid of facing the board's budget review meeting.

Of course, business managers have a sense of budget and ordinary employees understand their tasks, and the coordination between departments is also very important.

For example, the business department of the enterprise asks for the new product promotion plan in the first quarter of next year. What should you do as a manager? Do you allow other departments to go according to their own pace, or will they take the initiative?

To promote? If we want to coordinate the plan, how should we deal with it?

Maybe you should ask R & D department to finish the research and development of new products at least by the end of the year.

In addition, as the demand for salesmen is likely to increase as new products are launched next year, the HR department must complete the recruitment work in December, and finish pre job training before the new product promotion in March next year, so as to ensure that the new salesmen can work on time.

It can be.

Just based on the ideal situation, many times, from the beginning, budgeting will find that the budget has long been a weapon of every department's struggle, and the cost and the competition will often shift the responsibility to each other.

Many entrepreneurs find that even if the budget is very colorful, the lack of discussions and drills in the execution process often leads to the opposite direction.

This is actually because of the enterprise.

In the process, the whole budget system is not sorted out from the very beginning, there is no uniform enforcement standard or supervision standard, for example, the cost problem, when coordinating the reporting of finance, it can not be reduced by 50% because of coordination. Instead, it must be based on the specific business process to increase or decrease balance, and its standard is whether it is a strategic service for the whole enterprise.

In fact, there is a certain logic of management and strategic planning behind budgeting. As a manager, it can be better decomposed to every department and even every employee by making the budget, so that they can fully understand the strategic intentions of the company management and the core of their work.

At the same time, by making financial data, each of them can have a sense of cost when they work, and bind them together to spend money and make money, so as to establish their comprehensive profit orientation.

To cultivate the profit orientation of the grass-roots service personnel, we must remember that only when the people at work know the accounting, can such management be truly landed.