试论二十一世纪的财务管理(109页).ppt

* * * * * * * * Slide 23 Sample Script 揟he Owens Corning budget process also links the budget to corporate strategy. Top management completes the company抯 long-range plan before business units begin their budget process. That process has been streamlined from a 5-month to a 2-month cycle, with business unit managers receiving feedback on proposals within a day of their presentation to top management. Progress toward strategic goals is reviewed two or three times a year, for each business unit. Top management draws on information from first-quarter reviews in revising the long-range plan. To keep budget figures realistic, managers are evaluated only on controllable items, such as productivity, or defect rates. Compensation is tied to income from operations (IFO) of Owens Corning as a whole.? Note to Presenter For supporting information, see Best Practice A or the Performer Profile in the KnowledgeSpace. * Slide 24 Sample Script 揗icrosoft reduces the cycle time of budgeting by delivering financial reports electronically, through a company intranet. Managers get useful information, quickly.To aid managers in anticipating change and budgeting for it, Microsoft uses Excel 損ivot tables?to link spreadsheets with the company抯 data warehouse. This use of a familiar tool allows greater flexibility in budgeting without a steep learning curve. Note to Presenter For supporting information, see Best Practice E and Best Practice F in the KnowledgeSpace. * * This is an example of how Finance could help to ensure that the corporate mission is explicitly linked and communicated throughout the organization. Finance抯 role is to develop the framework and facilitate the completion of it through interaction with the operating personnel responsible for the processes and accountable for achieving the goals. -Identify the information needed by internal customers to execute the business strategy, satisfy customers and evaluate and improve business process performance -Measure profit contr