This appendix contains summaries from the planning survey conducted specifically for this book by the American Institute of CPAs in the United States and Chartered Institute of Management Accountants in the United Kingdom.
This report contains a detailed statistical analysis of the results to the survey titled CGMA Budget and Planning Survey. The results analysis includes answers from all respondents who took the survey in the 49 day period from Wednesday, June 26, 2013 to Wednesday, August 14, 2013. 497 completed responses were received to the survey during this time.
Survey: CGMA Budget and Planning Survey
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Responses Received: 497
1) How would you characterize the finance function’s level of involvement in the following planning processes?
|
VERY LIMITED |
LIMITED |
MODERATE |
HIGH |
VERY HIGH |
Strategic Planning |
2.6% (13) |
9.4% (46) |
18.7% (92) |
42.0% (206) |
27.3% (134) |
Tactical Planning |
1.6% (8) |
9.0% (44) |
26.1% (127) |
41.1% (200) |
22.2% (108) |
Financial Planning/Budgeting |
0.8% (4) |
1.0% (5) |
6.8% (33) |
16.7% (81) |
74.6% (362) |
Cash Planning |
1.8% (9) |
2.4% (12) |
8.6% (42) |
19.6% (96) |
67.6% (331) |
Capital Planning |
2.7% (13) |
3.3% (16) |
14.8% (72) |
36.2% (176) |
43.0% (209) |
Forecasting |
0.8% (4) |
3.5% (17) |
9.8% (48) |
27.8% (136) |
58.2% (285) |
Risk Management |
3.5% (17) |
10.4% (51) |
25.1% (123) |
38.3% (188) |
22.8% (112) |
1.1) Strategic Planning: (How would you characterize the finance function’s level of involvement in the following planning processes?)
RESPONSE |
COUNT |
PERCENT |
Very Limited |
13 |
2.6% |
Limited |
46 |
9.4% |
Moderate |
92 |
18.7% |
High |
206 |
42.0% |
Very High |
134 |
27.3% |
1.2) Tactical Planning: (How would you characterize the finance function’s level of involvement in the following planning processes?)
RESPONSE |
COUNT |
PERCENT |
Very Limited |
8 |
1.6% |
Limited |
44 |
9.0% |
Moderate |
127 |
26.1% |
High |
200 |
41.1% |
Very High |
108 |
22.2% |
1.3) Financial Planning / Budgeting: (How would you characterize the finance function’s level of involvement in the following planning processes?)
RESPONSE |
COUNT |
PERCENT |
Very Limited |
4 |
0.8% |
Limited |
5 |
1.0% |
Moderate |
33 |
6.8% |
High |
81 |
16.7% |
Very High |
362 |
74.6% |
1.4) Cash Planning: (How would you characterize the finance function’s level of involvement in the following planning processes?)
RESPONSE |
COUNT |
PERCENT |
Very Limited |
9 |
1.8% |
Limited |
12 |
2.4% |
Moderate |
42 |
8.6% |
High |
96 |
19.6% |
Very High |
331 |
67.6% |
1.5) Capital Planning: (How would you characterize the finance function’s level of involvement in the following planning processes?)
RESPONSE |
COUNT |
PERCENT |
Very Limited |
13 |
2.7% |
Limited |
16 |
3.3% |
Moderate |
72 |
14.8% |
High |
176 |
36.2% |
Very High |
209 |
43.0% |
1.6) Forecasting: (How would you characterize the finance function’s level of involvement in the following planning processes?)
RESPONSE |
COUNT |
PERCENT |
Very Limited |
4 |
0.8% |
Limited |
17 |
3.5% |
Moderate |
48 |
9.8% |
High |
136 |
27.8% |
Very High |
285 |
58.2% |
1.7) Risk Management: (How would you characterize the finance function’s level of involvement in the following planning processes?)
RESPONSE |
COUNT |
PERCENT |
Very Limited |
17 |
3.5% |
Limited |
51 |
10.4% |
Moderate |
123 |
25.1% |
High |
188 |
38.3% |
Very High |
112 |
22.8% |
2) To what extent does management information and analysis inform resource allocation or planning choices in each of the following processes?
|
VERY LIMITED |
LIMITED |
MODERATE |
GREAT |
VERY GREAT |
Strategic Planning |
1.9% (9) |
9.5% (46) |
29.2% (141) |
37.7% (182) |
21.7% (105) |
Tactical Planning |
1.9% (9) |
9.2% (44) |
28.8% (138) |
39.7% (190) |
20.5% (98) |
Financial Planning/Budgeting |
0.8% (4) |
2.7% (13) |
15.8% (75) |
34.8% (165) |
45.8% (217) |
Cash Planning |
2.1% (10) |
8.1% (39) |
19.5% (94) |
35.1% (169) |
35.3% (170) |
Capital Planning |
1.3% (6) |
7.9% (38) |
23.2% (111) |
39.5% (189) |
28.0% (134) |
Forecasting |
0.6% (3) |
5.6% (27) |
19.8% (95) |
36.4% (175) |
37.6% (181) |
Risk Management |
3.7% (18) |
14.8% (71) |
31.2% (150) |
33.3% (160) |
17.0% (82) |
2.1) Strategic Planning: (To what extent does management information and analysis inform resource allocation or planning choices in each of the following processes?)
RESPONSE |
COUNT |
PERCENT |
Very Limited |
9 |
1.9% |
Limited |
46 |
9.5% |
Moderate |
141 |
29.2% |
Great |
182 |
37.7% |
Very Great |
105 |
21.7% |
2.2) Tactical Planning: (To what extent does management information and analysis inform resource allocation or planning choices in each of the following processes?)
RESPONSE |
COUNT |
PERCENT |
Very Limited |
9 |
1.9% |
Limited |
44 |
9.2% |
Moderate |
138 |
28.8% |
Great |
190 |
39.7% |
Very Great |
98 |
20.5% |
2.3) Financial Planning / Budgeting: (To what extent does management information and analysis inform resource allocation or planning choices in each of the following processes?)
RESPONSE |
COUNT |
PERCENT |
Very Limited |
4 |
0.8% |
Limited |
13 |
2.7% |
Moderate |
75 |
15.8% |
Great |
165 |
34.8% |
Very Great |
217 |
45.8% |
2.4) Cash Planning: (To what extent does management information and analysis inform resource allocation or planning choices in each of the following processes?)
RESPONSE |
COUNT |
PERCENT |
Very Limited |
10 |
2.1% |
Limited |
39 |
8.1% |
Moderate |
94 |
19.5% |
Great |
169 |
35.1% |
Very Great |
170 |
35.3% |
2.5) Capital Planning: (To what extent does management information and analysis planning choices in each of the following processes?)
RESPONSE |
COUNT |
PERCENT |
Very Limited |
6 |
1.3% |
Limited |
38 |
7.9% |
Moderate |
111 |
23.2% |
Great |
189 |
39.5% |
Very Great |
134 |
28.0% |
2.6) Forecasting: (To what extent does management information and analysis inform choices in each of the following processes?)
RESPONSE |
COUNT |
PERCENT |
Very Limited |
3 |
0.6% |
Limited |
27 |
5.6% |
Moderate |
95 |
19.8% |
Great |
175 |
36.4% |
Very Great |
181 |
37.6% |
2.7) Risk Management: (To what extent does management information and analysis inform resource allocation or planning choices in each of the following processes?)
RESPONSE |
COUNT |
PERCENT |
Very Limited |
18 |
3.7% |
Limited |
71 |
14.8% |
Moderate |
150 |
31.2% |
Great |
160 |
33.3% |
Very Great |
82 |
17.0% |
3) How would you characterize the degree of influence and impact of the finance function in the following planning processes?
|
VERY LIMITED |
LIMITED |
MODERATE |
HIGH |
VERY HIGH |
Strategic Planning |
3.7% (18) |
8.2% (40) |
25.5% (124) |
40.7% (198) |
22.0% (107) |
Tactical Planning |
3.3% (16) |
9.7% (47) |
27.5% (133) |
40.1% (194) |
19.4% (94) |
Financial Planning/Budgeting |
1.4% (7) |
1.4% (7) |
7.4% (36) |
24.2% (117) |
65.5% (317) |
Cash Planning |
1.7% (8) |
3.5% (17) |
9.3% (45) |
25.3% (122) |
60.2% (291) |
Capital Planning |
2.3% (11) |
5.6% (27) |
21.1% (102) |
32.9% (159) |
38.1% (184) |
Forecasting |
1.0% (5) |
4.4% (21) |
10.8% (52) |
31.1% (150) |
52.7% (254) |
Risk Management |
3.3% (16) |
12.0% (58) |
32.0% (155) |
32.4% (157) |
20.2% (98) |
3.1) Strategic Planning: (How would you characterize the degree of influence and impact of the finance function in the following planning processes?)
RESPONSE |
COUNT |
PERCENT |
Very Limited |
18 |
3.7% |
Limited |
40 |
8.2% |
Moderate |
124 |
25.5% |
High |
198 |
40.7% |
Very High |
107 |
22.0% |
3.2) Tactical Planning: (How would you characterize the degree of influence and impact of the finance function in the following planning processes?)
RESPONSE |
COUNT |
PERCENT |
Very Limited |
16 |
3.3% |
Limited |
47 |
9.7% |
Moderate |
133 |
27.5% |
High |
194 |
40.1% |
Very High |
94 |
19.4% |
3.3) Financial Planning / Budgeting: (How would you characterize the degree of influence and impact of the finance function in the following planning processes?)
RESPONSE |
COUNT |
PERCENT |
Very Limited |
7 |
1.4% |
Limited |
7 |
1.4% |
Moderate |
36 |
7.4% |
High |
117 |
24.2% |
Very High |
317 |
65.5% |
3.4) Cash Planning: (How would you characterize the degree of influence and impact of the finance function in the following planning processes?)
RESPONSE |
COUNT |
PERCENT |
Very Limited |
8 |
1.7% |
Limited |
17 |
3.5% |
Moderate |
45 |
9.3% |
High |
122 |
25.3% |
Very High |
291 |
60.2% |
3.5) Capital Planning: (How would you characterize the degree of influence and impact of the finance function in the following planning processes?)
RESPONSE |
COUNT |
PERCENT |
Very Limited |
11 |
2.3% |
Limited |
27 |
5.6% |
Moderate |
102 |
21.1% |
High |
159 |
32.9% |
Very High |
184 |
38.1% |
3.6) Forecasting: (How would you characterize the degree of influence and impact of the finance function in the following planning processes?)
RESPONSE |
COUNT |
PERCENT |
Very Limited |
5 |
1.0% |
Limited |
21 |
4.4% |
Moderate |
52 |
10.8% |
High |
150 |
31.1% |
Very High |
254 |
52.7% |
3.7) Risk Management: (How would you characterize the degree of influence and impact of the finance function in the following planning processes?)
RESPONSE |
COUNT |
PERCENT |
Very Limited |
16 |
3.3% |
Limited |
58 |
12.0% |
Moderate |
155 |
32.0% |
High |
157 |
32.4% |
Very High |
98 |
20.2% |
4) How would you characterize the amount of time your organization spends in the following planning processes?
|
FAR TOO LITTLE |
SOMEWHAT TOO LITTLE |
ABOUT RIGHT |
SOMEWHAT TOO MUCH |
FAR TOO MUCH |
Strategic Planning |
11.3% (55) |
32.2% (156) |
49.5% (240) |
4.9% (24) |
2.1% (10) |
Tactical Planning |
9.4% (45) |
35.1% (168) |
47.6% (228) |
6.9% (33) |
1.0% (5) |
Financial Planning/Budgeting |
2.7% (13) |
13.7% (66) |
59.0% (284) |
19.5% (94) |
5.0% (24) |
Cash Planning |
3.9% (19) |
17.8% (86) |
68.5% (331) |
8.1% (39) |
1.7% (8) |
Capital Planning |
4.0% (19) |
30.2% (144) |
58.7% (280) |
5.5% (26) |
1.7% (8) |
Forecasting |
6.0% (29) |
24.6% (119) |
51.9% (251) |
13.6% (66) |
3.9% (19) |
Risk Management |
9.9% (48) |
37.3% (180) |
48.4% (234) |
3.7% (18) |
0.6% (3) |
4.1) Strategic Planning: (How would you characterize the amount of time your organization spends in the following planning processes?)
RESPONSE |
COUNT |
PERCENT |
Far too little |
55 |
11.3% |
Somewhat too little |
156 |
32.2% |
About right |
240 |
49.5% |
Somewhat too much |
24 |
4.9% |
Far too much |
10 |
2.1% |
4.2) Tactical Planning: (How would you characterize the amount of time your organization spends in the following planning processes?)
RESPONSE |
COUNT |
PERCENT |
Far too little |
45 |
9.4% |
Somewhat too little |
168 |
35.1% |
About right |
228 |
47.6% |
Somewhat too much |
33 |
6.9% |
Far too much |
5 |
1.0% |
4.3) Financial Planning / Budgeting: (How would you characterize the amount of time your organization spends in the following planning processes?)
RESPONSE |
COUNT |
PERCENT |
Far too little |
13 |
2.7% |
Somewhat too little |
66 |
13.7% |
About right |
284 |
59.0% |
Somewhat too much |
94 |
19.5% |
Far too much |
24 |
5.0% |
4.4) Cash Planning: (How would you characterize the amount of time your organization spends in the following planning processes?)
RESPONSE |
COUNT |
PERCENT |
Far too little |
19 |
3.9% |
Somewhat too little |
86 |
17.8% |
About right |
331 |
68.5% |
Somewhat too much |
39 |
8.1% |
Far too much |
8 |
1.7% |
4.6) Forecasting: (How would you characterize the amount of time your organization spends in the following planning processes?)
RESPONSE |
COUNT |
PERCENT |
Far too little |
29 |
6.0% |
Somewhat too little |
119 |
24.6% |
About right |
251 |
51.9% |
Somewhat too much |
66 |
13.6% |
Far too much |
19 |
3.9% |
4.7) Risk Management: (How would you characterize the amount of time your organization spends in the following planning processes?)
RESPONSE |
COUNT |
PERCENT |
Far too little |
48 |
9.9% |
Somewhat too little |
180 |
37.3% |
About right |
234 |
48.4% |
Somewhat too much |
18 |
3.7% |
Far too much |
3 |
0.6% |
5) How satisfied are you that the following planning processes are achieving their purpose in your organisation?
|
VERY DISSATISFIED |
SOMEWHAT DISSATISFIED |
NEITHER SATISFIED NOR DISSATISFIED |
SOMEWHAT SATISFIED |
VERY SATISFIED |
Strategic Planning |
9.8% (48) |
22.3% (109) |
21.3% (104) |
34.8% (170) |
11.9% (58) |
Tactical Planning |
5.9% (29) |
23.8% (116) |
26.2% (128) |
34.4% (168) |
9.6% (47) |
Financial Planning / Budgeting |
3.5% (17) |
13.3% (64) |
21.0% (101) |
38.6% (186) |
23.7% (114) |
Cash Planning |
2.5% (12) |
10.5% (51) |
27.2% (132) |
35.0% (170) |
24.9% (121) |
Capital Planning |
3.3% (16) |
14.3% (69) |
29.8% (144) |
37.5% (181) |
15.1% (73) |
Forecasting |
3.9% (19) |
18.3% (89) |
22.4% (109) |
38.5% (187) |
16.9% (82) |
Risk Management |
5.0% (24) |
19.6% (95) |
37.6% (182) |
28.5% (138) |
9.3% (45) |
5.1) Strategic Planning: (How satisfied are you that the following planning processes are achieving their purpose in your organisation?)
RESPONSE |
COUNT |
PERCENT |
Very dissatisfied |
48 |
9.8% |
Somewhat dissatisfied |
109 |
22.3% |
Neither satisfied nor dissatisfied |
104 |
21.3% |
Somewhat satisfied |
170 |
34.8% |
Very satisfied |
58 |
11.9% |
5.2) Tactical Planning: (How satisfied are you that the following planning processes are achieving their purpose in your organisation?)
RESPONSE |
COUNT |
PERCENT |
Very dissatisfied |
29 |
5.9% |
Somewhat dissatisfied |
116 |
23.8% |
Neither satisfied nor dissatisfied |
128 |
26.2% |
Somewhat satisfied |
168 |
34.4% |
Very satisfied |
47 |
9.6% |
5.3) Financial Planning / Budgeting: (How satisfied are you that the following planning processes are achieving their purpose in your organisation
RESPONSE |
COUNT |
PERCENT |
Very dissatisfied |
17 |
3.5% |
Somewhat dissatisfied |
64 |
13.3% |
Neither satisfied nor dissatisfied |
101 |
21.0% |
Somewhat satisfied |
186 |
38.6% |
Very satisfied |
114 |
23.7% |
5.4) Cash Planning: (How satisfied are you that the following planning processes are achieving their purpose in your organisation?)
RESPONSE |
COUNT |
PERCENT |
Very dissatisfied |
12 |
2.5% |
Somewhat dissatisfied |
51 |
10.5% |
Neither satisfied nor dissatisfied |
132 |
27.2% |
Somewhat satisfied |
170 |
35.0% |
Very satisfied |
121 |
24.9% |
5.5) Capital Planning: (How satisfied are you that the following planning processes are achieving their purpose in your organisation?)
RESPONSE |
COUNT |
PERCENT |
Very dissatisfied |
16 |
3.3% |
Somewhat dissatisfied |
69 |
14.3% |
Neither satisfied nor dissatisfied |
144 |
29.8% |
Somewhat satisfied |
181 |
37.5% |
Very satisfied |
73 |
15.1% |
5.6) Forecasting: (How satisfied are you that the following planning processes are achieving their purpose in your organisation?)
RESPONSE |
COUNT |
PERCENT |
Very dissatisfied |
19 |
3.9% |
Somewhat dissatisfied |
89 |
18.3% |
Neither satisfied nor dissatisfied |
109 |
22.4% |
Somewhat satisfied |
187 |
38.5% |
Very satisfied |
82 |
16.9% |
5.7) Risk Management: (How satisfied are you that the following planning processes are achieving their purpose in your organisation?)
RESPONSE |
COUNT |
PERCENT |
Very dissatisfied |
24 |
5.0% |
Somewhat dissatisfied |
95 |
19.6% |
Neither satisfied nor dissatisfied |
182 |
37.6% |
Somewhat satisfied |
138 |
28.5% |
Very satisfied |
45 |
9.3% |
6) What type of technology solution do you use for the following planning processes?
|
ENTERPRISE PLATFORM MODULE |
SPECIAL PURPOSE (THIRD PARTY) APPLICATION |
CUSTOM/PROPRIETARY SOLUTION |
SPREADSHEET/PERSONAL PRODUCTIVITY TOOL |
NONE |
OTHER |
Strategic Planning |
4.3% (21) |
5.8% (28) |
8.8% (43) |
53.3% (259) |
22.8% (111) |
4.9% (24) |
Tactical Planning |
5.0% (24) |
5.2% (25) |
10.4% (50) |
50.6% (244) |
22.8% (110) |
6.0% (29) |
Financial Planning / Budgeting |
15.7% (76) |
16.8% (81) |
9.7% (47) |
55.9% (270) |
1.0% (5) |
0.8% (4) |
Cash Planning |
7.2% (35) |
7.0% (34) |
9.7% (47) |
70.9% (343) |
3.9% (19) |
1.2% (6) |
Capital Planning |
5.6% (27) |
5.8% (28) |
8.5% (41) |
67.2% (323) |
11.6% (56) |
1.2% (6) |
Forecasting |
10.1% (49) |
12.0% (58) |
9.1% (44) |
64.3% (312) |
3.1% (15) |
1.4% (7) |
Risk Management |
1.4% (7) |
7.6% (37) |
8.0% (39) |
38.6% (187) |
37.7% (183) |
6.6% (32) |
6.1) Strategic Planning: (What type of technology solution do you use for the following planning processes?)
RESPONSE |
COUNT |
PERCENT |
Enterprise Platform Module |
21 |
4.3% |
Special Purpose (Third Party) Application |
28 |
5.8% |
Custom/Proprietary Solution |
43 |
8.8% |
Spreadsheet / Personal Productivity Tool |
259 |
53.3% |
None |
111 |
22.8% |
Other |
24 |
4.9% |
6.2) Tactical Planning: (What type of technology solution do you use for the following planning processes?)
RESPONSE |
COUNT |
PERCENT |
Enterprise Platform Module |
24 |
5.0% |
Special Purpose (Third Party) Application |
25 |
5.2% |
Custom/Proprietary Solution |
50 |
10.4% |
Spreadsheet / Personal Productivity Tool |
244 |
50.6% |
None |
110 |
22.8% |
Other |
29 |
6.0% |
6.3) Financial Planning / Budgeting: (What type of technology solution do you use for the following planning processes?)
RESPONSE |
COUNT |
PERCENT |
Enterprise Platform Module |
76 |
15.7% |
Special Purpose (Third Party) Application |
81 |
16.8% |
Custom/Proprietary Solution |
47 |
9.7% |
Spreadsheet/Personal Productivity Tool |
270 |
55.9% |
None |
5 |
1.0% |
Other |
4 |
0.8% |
6.4) Cash Planning: (What type of technology solution do you use for the following planning processes?)
RESPONSE |
COUNT |
PERCENT |
Enterprise Platform Module |
35 |
7.2% |
Special Purpose (Third Party) Application |
34 |
7.0% |
Custom / Proprietary Solution |
47 |
9.7% |
Spreadsheet / Personal Productivity Tool |
343 |
70.9% |
None |
19 |
3.9% |
Other |
6 |
1.2% |
6.5) Capital Planning: (What type of technology solution do you use for the following planning processes?)
RESPONSE |
COUNT |
PERCENT |
Enterprise Platform Module |
27 |
5.6% |
Special Purpose (Third Party) Application |
28 |
5.8% |
Custom / Proprietary Solution |
41 |
8.5% |
Spreadsheet / Personal Productivity Tool |
323 |
67.2% |
None |
56 |
11.6% |
Other |
6 |
1.2% |
6.6) Forecasting: (What type of technology solution do you use for the following planning processes?)
RESPONSE |
COUNT |
PERCENT |
Enterprise Platform Module |
49 |
10.1% |
Special Purpose (Third Party) Application |
58 |
12.0% |
Custom / Proprietary Solution |
44 |
9.1% |
Spreadsheet / Personal Productivity Tool |
312 |
64.3% |
None |
15 |
3.1% |
Other |
7 |
1.4% |
6.7) Risk Management: (What type of technology solution do you use for the following planning processes?)
RESPONSE |
COUNT |
PERCENT |
Enterprise Platform Module |
7 |
1.4% |
Special Purpose (Third Party) Application |
37 |
7.6% |
Custom/Proprietary Solution |
39 |
8.0% |
Spreadsheet / Personal Productivity Tool |
187 |
38.6% |
None |
183 |
37.7% |
Other |
32 |
6.6% |
7) How satisfied are you with the alignment of the following planning processes with the strategic plan in your organization?
|
VERY DISSATISFIED |
SOMEWHAT DISSATISFIED |
NEITHER SATISFIED/DISSATISFIED |
SOMEWHAT SATISFIED |
VERY SATISFIED |
Tactical Planning |
5.7% (28) |
20.5% (100) |
31.4% (153) |
33.1% (161) |
9.2% (45) |
Financial Planning / Budgeting |
2.9% (14) |
17.2% (84) |
19.3% (94) |
42.8% (209) |
17.8% (87) |
Cash Planning |
2.7% (13) |
15.0% (73) |
29.8% (145) |
36.0% (175) |
16.5% (80) |
Capital Planning |
3.7% (18) |
18.6% (91) |
30.7% (150) |
34.8% (170) |
12.1% (59) |
Forecasting |
4.8% (23) |
18.7% (90) |
26.1% (126) |
36.7% (177) |
13.7% (66) |
Risk Management |
6.6% (32) |
17.6% (85) |
41.8% (202) |
26.7% (129) |
7.2% (35) |
7.1) Tactical Planning: (How satisfied are you with the alignment of the following planning processes with the strategic plan in your organization?)
RESPONSE |
COUNT |
PERCENT |
Very dissatisfied |
28 |
5.7% |
Somewhat dissatisfied |
100 |
20.5% |
Neither satisfied/dissatisfied |
153 |
31.4% |
Somewhat satisfied |
161 |
33.1% |
Very satisfied |
45 |
9.2% |
7.2) Financial Planning / Budgeting: (How satisfied are you with the alignment of the following planning processes with the strategic plan in your organization?)
RESPONSE |
COUNT |
PERCENT |
Very dissatisfied |
14 |
2.9% |
Somewhat dissatisfied |
84 |
17.2% |
Neither satisfied/dissatisfied |
94 |
19.3% |
Somewhat satisfied |
209 |
42.8% |
Very satisfied |
87 |
17.8% |
7.3) Cash Planning: (How satisfied are you with the alignment of the following planning processes with the strategic plan in your organization?)
RESPONSE |
COUNT |
PERCENT |
Very dissatisfied |
13 |
2.7% |
Somewhat dissatisfied |
73 |
15.0% |
Neither satisfied/dissatisfied |
145 |
29.8% |
Somewhat satisfied |
175 |
36.0% |
Very satisfied |
80 |
16.5% |
7.4) Capital Planning:(How satisfied are you with the alignment of the following planning processes with the strategic plan in your organization?)
RESPONSE |
COUNT |
PERCENT |
Very dissatisfied |
18 |
3.7% |
Somewhat dissatisfied |
91 |
18.6% |
Neither satisfied/dissatisfied |
150 |
30.7% |
Somewhat satisfied |
170 |
34.8% |
Very satisfied |
59 |
12.1% |
7.5) Forecasting:(How satisfied are you with the alignment of the following planning processes with the strategic plan in your organization?)
RESPONSE |
COUNT |
PERCENT |
Very dissatisfied |
23 |
4.8% |
Somewhat dissatisfied |
90 |
18.7% |
Neither satisfied/dissatisfied |
126 |
26.1% |
Somewhat satisfied |
177 |
36.7% |
Very satisfied |
66 |
13.7% |
7.6) Risk Management: (How satisfied are you with the alignment of the following planning processes with the strategic plan in your organization?)
RESPONSE |
COUNT |
PERCENT |
Very dissatisfied |
32 |
6.6% |
Somewhat dissatisfied |
85 |
17.6% |
Neither satisfied/dissatisfied |
202 |
41.8% |
Somewhat satisfied |
129 |
26.7% |
Very satisfied |
35 |
7.2% |
8) Which of the following strategic planning methodologies does your organization use?
RESPONSE |
COUNT |
PERCENT |
Balanced Scorecard |
128 |
26.7% |
Performance Prism |
29 |
6.1% |
Other |
322 |
67.2% |
9) Does the methodology drive links between the planning processes in which you are involved?
RESPONSE |
COUNT |
PERCENT |
Yes |
162 |
33.6% |
No |
125 |
25.9% |
Sometimes |
195 |
40.5% |
10) To what extent is incentive compensation in your organization linked to strategic goals?
RESPONSE |
COUNT |
PERCENT |
Very Limited |
174 |
35.5% |
Limited |
87 |
17.8% |
Moderate |
119 |
24.3% |
Great |
79 |
16.1% |
Very Great |
31 |
6.3% |
11) To what extent is incentive compensation in your organization linked to your annual budget?
RESPONSE |
COUNT |
PERCENT |
Very Limited |
148 |
30.2% |
Limited |
65 |
13.3% |
Moderate |
97 |
19.8% |
Great |
108 |
22.0% |
Very Great |
72 |
14.7% |
12) To what extent is "gaming" an issue in the planning process?
RESPONSE |
COUNT |
PERCENT |
Very Limited |
169 |
34.8% |
Limited |
122 |
25.1% |
Moderate |
135 |
27.8% |
Great |
44 |
9.1% |
Very Great |
16 |
3.3% |
13) Does your organization do rolling forecasts?
RESPONSE |
COUNT |
PERCENT |
Yes |
270 |
54.9% |
No |
222 |
45.1% |
14) How long is your forecast horizon?
RESPONSE |
COUNT |
PERCENT |
12 months |
127 |
47.6% |
15 months |
10 |
3.7% |
18 months |
38 |
14.2% |
24 months |
48 |
18.0% |
Other (please specify) |
44 |
16.5% |
OTHER RESPONSES |
60 months |
less than one year |
VARIES 12MOS TO 5 YEARS |
5 yrs |
120 months |
quarterly |
5 years |
36 months |
36 months |
12 mos for budget, 5 years for Strategic Plan |
6 months and 12 months |
6 months |
5 years |
6–9 months |
13 weeks |
3 Years |
through end of fiscal year |
60 months |
To year end, 12 month and 5 year forecasts |
Detailed 12-mo; Macro 5-year |
6 years |
120 months |
60 months |
36 months |
4 months |
Not sure. I am not invoived in a lot of these que |
36 months |
3 months |
As far out as there is a payment/receipt |
5-year cash flow forcast |
60 months |
36 months |
36 mo |
6 months |
60 months |
5 years |
5 years |
36 |
10 years |
36 months |
three years |
5 years |
36 months |
5 years |
15) How often do you update your forecast?
RESPONSE |
COUNT |
PERCENT |
Monthly |
120 |
44.6% |
Quarterly |
123 |
45.7% |
Other (please specify) |
26 |
9.7% |
OTHER RESPONSES |
as needed, usually ~2X per quarter |
Annually |
weekly |
Semi annual |
continuously |
weekly |
Every 4 months |
semi annually |
as needed |
Annually |
As needed |
Annual |
semi-annual |
weekly |
Bi-Annualy |
daily rolling forecasts |
Haly-yearly |
every 6 mo |
Quarterly, but only after the 1st 6 months of year |
When things change significantly |
As needed |
annually |
weekly |
every 6 months |
Annually |
Annual |
Annually and auarerly |
16) Is scenario planning part of your organization’s planning processes?
RESPONSE |
COUNT |
PERCENT |
Yes |
225 |
46.4% |
No |
260 |
53.6% |
17) Why not?
RESPONSE |
COUNT |
PERCENT |
Not considered necessary for our business |
116 |
23.3% |
Do not have the necessary skillets |
44 |
8.9% |
Do not have sufficient “band-width” to develop/sustain |
91 |
18.3% |
Other (please specify) |
27 |
5.4% |
OTHER RESPONSES |
only for cash and as required |
Done ad hoc, not through formalized process |
Unwillingness of owner to engage in planning type activities |
In time as we evolve into a larger, more complex organization we will need to. |
need software |
Industry specific issues |
Not enough time |
don’t know |
We have a 3rd party strategic planer and he is not interested in our scenarios |
It’s never been discussed. |
no senior mgmt interest |
owner-management do not support |
do not have the necessary resources |
New software implemented, not working yet |
done infrequently |
No time or adequate resources |
Do not know why not. |
just learning about the process of senerio planning |
Operational management does not have time to formulate alternative scenarios |
Basic scenarios are done if necessary—but limited to simple models |
This quest in not applicable to a retiree |
Leadership budget focused |
Not attempted yet; rolling out new tool. |
Owners do not understand the importance |
Lack of resources to go into that depth |
not a high priority |
18) Which of the following represent significant barriers to improving the planning processes in your organization? Select all that apply
RESPONSE |
COUNT |
PERCENT |
Leadership and corporate culture that supports the status quo |
244 |
49.1% |
Inadequate systems and technology |
204 |
41.0% |
Inadequate staffing of finance function |
147 |
29.6% |
Limited skills of finance function |
85 |
17.1% |
Limited skills of people outside of the finance funcition |
186 |
37.4% |
Other (please specify) |
44 |
8.9% |
OTHER RESPONSES |
time |
changing business processes |
Little desire for a formal strategic planning process |
none |
NONE |
leadership resists change |
short-term focus |
Organization bureaucracy |
None |
Financial plan is pre-set at the top and departmental budgets must fit into that top-level plan |
There are no significant barriers |
size of the organization and age of the owner |
time |
Volunteer board members who assume that our industry is substantially identical to their industries. |
None of the above |
Federal/state funding issues |
Not enough time |
Limited finance staff |
Rapid changes in our target market |
None, we improve our processes each year after planning. |
No real barriers. Changes made as necessary. |
Culture, but we aren’t a corporation, so it’s not "corporate culture". |
Time and schedules |
Reality vs. Corporate "wishful thinking" |
very small company |
Limited available time |
lack of alignment on a better way. |
Leadership struggles between board and management |
timing of shipments, customer requirements, etc. since we are an agricultural company |
Do not know. |
Gettng Board Members together & committed to a date |
time |
Limited time—very good people maxed out |
N/A |
NA—Adequate resources for what we do and the assets we employ. |
Not applicable to a retiree |
Not enough time |
None |
No major barriers |
Ownership influence |
Available time |
Egos within the leadership team |
Board members thinking they know more than they do |
Limited attention given to longterm capital planning |
Commitment level of non-financial executives. |
small organization |
19) If you could change one thing in the planning processes in which you are involved, what would it be?
hire dedicated position with big picture capabilities |
more frequent and better focused |
more time to spend on development |
VALUE THE FINANCE FUNCTION NOT JUST SALES |
Hire a CFO that has an appreciation and skillset for planning |
less detail |
More management participation |
Do it in less time with more time for analysis. |
Implement longer-term strategic planning with regular updates and linkage to the tactical (i.e., annual) planning process |
more review of results against projections and budget |
integrate financial systems |
ownership |
earlier involvement by senior management |
Be more involved in the decision making instead of just providing information. |
Better performance measures that tie to critical organizational success factors. Too often performance measure that are available are tengential to key initiatives. |
Secure the foundation and fund the future |
Budgeting |
More rolling forecasts and less annual and fuure planning and budgeting for 3–5 years out. |
More ownership of inputs into the budget process and the affects it has on the organization budget/cashflow |
nothing |
Commitment of ownership to fully undertake planning and budgeting activities and stick to that plan. |
rolling forecasts |
More planning based on real numbers not what they want them to be |
More Involvement of Senior Mgt. |
Better capital improvements forecasting. |
Increase the buy-in among operational managers to be more than a just an annual process. Make it something they use to help with tactical decisions. |
staff outside of finance takew the process seriously |
More overall picture-less line item driven |
? |
Better structure |
Finance has a far too limited role and voice in strategic and tactical planning. Finance influence doesn’t become strong until the budget phase. |
for me to actually be involved would be a great start |
More forward thinking beyond one year. |
Replace the head of the organization with someone who isn’t an idiot. |
Actual follow thru. |
throw much of the forecasting onto the department managers |
More analysis involved in the various planning processes to provide even stronger support for forecasts, budgets, etc. |
gather information from one source our ERP system |
Commitment by senior management to place accountability on goals and objectives of the plan and the budget. |
More automation to allow for time to what if and analyze. |
More bottom up planning |
More cross-functional participation. |
Create committees to research the particular process |
Start earlier |
True bottom-up budgets |
More intergregration between Spreadsheet, Databases, and Computer SW. |
More time to develop the topics for the tactical plen. |
More staff |
n/a |
Executive management |
Less versions of the annual plan. |
Better tools & processes. |
Make it less time-consuming |
Drive it deeper into working capital and balance sheet planning |
better info from department heads |
12 month rolling forecasts with annual budget and better linkage of strategic plan to action plans and budgets |
Better information management. a lot of USA firms seem to lack compared to uk and Asia |
More participation in the decisions to cut budgets and where the budgets are cut. |
Coordination of various areas and enhanced communication and accountability |
Focus on strategic goals to set the stage for the future. |
I am satisfied with the planning process |
Get rid of the gaming in the budget process. |
proceed with a bottom up approach instead of a top down approach when taking decisions |
Change the goals to be achieved |
To have the proper amount of time to do thorough analysis. But finances (i.e. income) is not enough to take time from billable time. |
None |
skills of people outside finance function! |
Synchronization between planning and resource allocation |
Number of iterations |
Involvement from more people |
Advance warning before new projects begin. |
A better look at the big picture and some realism and non emotional decisions with regard to cutting costs, in particular the "chiefs" salaries continue to go while the small salaries are |
laid off |
Have a true planning process with goals, objectives and accountability |
To many initiatives which are “revolutionary” are planned when more time and funds for "evolutionary" changes are needed. |
Greater comfort with change and risk. |
The length of the year dedicated to planning. |
Improve accountability of sales relative to performance metrics. |
Strategic direction |
Frequency is not helping in accuracy. |
More robust accountability, assessing past performance to inform future planning. |
Get more involvement from the operational team |
Continue to move toward an environment where the planning process is a part of our regular activities, not a periodic exercise |
Directly link executive performance to thier discrete understanding of the P&L’s they allegedly manage. |
Reaction time from plan to implemenation. |
staff have realistic and organization wide goals, not individual goals |
communication at all levels |
Stakeholder from all business areas need to commit to the same organization goals. |
Better and more timely communication from leadership |
Finance would be part of the final decision makers of the plan and incentive would be included for finance. |
Better information on the front end of the process |
More time allocated to planning. Better control over accountability |
Get rid of arbitrary cuts by upper management |
modernize technology and review the selected key indicators on a monthly basis to assess the continuing value of the indicators in light of desired outcomes |
Incorporate budgets/forecasts into our planning |
A stronger focus on growth over prior year’s actual. It would yield more control over expense control. Now, it’s growth vs. prior year’s budget. |
Would like to extend forecasting out to 18 months |
None |
Purchase a tool/software that would ease the data compilation and use assumption input to adjust varaibles |
Not sure |
buy in from management that planning is needed |
None |
Longer range goals |
To be more involved in the process. |
Improve skills of people outside of the finance function |
Amount of time for management review. |
Hire another employee to expand compliance and planning work |
More flexible budgeting |
have regional management take process more intelligently and strategically. |
more involvement at corporate level versus departmental levels |
A better awareness of how functions interact with each other and inform each other’s budgets and plans |
Improve my own skillset. |
Need more help |
Change the culture with more emphasis on the strategic planning and links to the other planning processes. |
Add additional staff |
More structure to the process |
More long term thinking by the City Council |
Streamline and make process simpler |
I would have it be driven by our Asset Liability/Budgeting Model. Right now, our 3rd party strategic planner doesn’t use any forecasting data we can provide. |
don’t major in the minors and focus on the “kill shots” to the business and greater |
opportunities |
Sales forecasting |
Include more people at the ground level |
leadership in having various functional areas totally committed and highlighting the interrelationships required to meet overall corporate goals |
Better technology |
More involved employees. |
Tie the financial budget to the strategic plan. |
interest in strategic thinking |
More realistic goals and corresponding expense budgets. |
More time for recreation |
Less micromanaging of the process |
What’s the character limit for this field??? |
Better Tools |
The most significant barrier to an effective planning process in our situation is a lack of |
buy-in which leads to poor or no implementation and a reduced desire to properly plan. |
Less supposive certainty |
N/A |
We are upgrading our financial system for cost allocation and grant budgeting and |
management. |
Reduce use of spreadsheets. Implement robust planning software. |
shorten time period for process |
fewer unilateral decisions |
Follow through on the plan rather than changing the plan. |
Needs to be started earlier relative to decision-making time. Accept reality and strategize how to improve vs. setting goals that Execs "expect" |
spend more time |
change in the leadership, to make everything else happen. |
have technology that can actually DO a functional cashflow forecasts and compile related cashflow trending. |
Other people meeting their deadline. |
Bayism |
More cross-functional input. |
Better forecasting and business intelligence support |
Stop focusing on current month (short term goals) and focus on long term health of company (big picture) |
to enhance the accuracy of forecasting |
Finance should have a greater role in the planning process |
More emphasis placed by the board. |
Make it simple |
Use of a more team approach. |
Actually have a formal, simple process |
More data analyze |
None |
Implement a technology driven solution to effect decentralised maintenance of the plan. |
Convince leadership of importance |
Additional staff. |
Out sourcing process |
Better communication |
More involvement from other departments |
mandatory tied to compensation |
Shorten it |
Upgrade skills of most people involved with planning. |
Leadership and corporate culture |
not now |
shorten the time span for developing annual budget; allow easier adjustment of budget throughout the year |
Change Management |
eliminate the annual plan and use rolling forecasts. |
Develop clearly designed roles and responsibilities in the planning process |
To actually have a time bound process. |
More effort at developing a strategic plan process for the corporation, rather than just at the product line level. |
involve finance function more |
Eliminate mandated targets. |
Implement a robust enterprise planning system. |
BETTER FOLLOW-UP AND EXECUTION AFTER PLANNING MEETINGS |
Increased leadership support |
Principals/Ownership of the company would get better educated regarding all of the above |
Rolling forecast and budgeting processes. |
More resources and time allocated to it |
Begin & approve a budget timelier |
Skill set of people outside of the finance function—specifically those in sales/development |
We do not review or hold each other accountable |
Improve cycle time of information availability needed for planning and analysis. |
Simplify the overall process. |
Improved more functional technology |
Better systems and technology, although not necessary to perform planning, would offer opportunities for better analysis and improved skill set. |
Shorten the length of time spent on annual budget and add mid-year or quarterly forecasting to the mix |
more training in stratagic planning techniques to non financial personnel |
Obtain buy-in from the Founder/Owner for a formal strategic planning process |
Better follow-up on execution. |
The process works well for us. |
more risk reward analysis of goals |
change the make-up of the Board of Directors |
focus President more |
Provide more funding for it. |
More dedicated time to think it through |
Get more people to understand the art of planning not the science. |
Leadership mindset outside of the finance function. |
More imput from managers—more disclosure from executives. Each seem to hold relevent matter back and each are slow in delivering current information. |
Implement a formal integrated planning process |
time spent |
Increase time spent on strategic discussions with senior management |
Executive attention/direction |
Add more robust technology capactity. |
Rolling forecast |
do it |
We are a government—budget for more than one year and forecast cash. |
Simplify capture of plans and links |
N/A |
Improved business knowledge and leadership skills at the highest levels of the organization would make a significant difference. |
Greater involvement by lower levels of management |
More emphaisis on the financial function |
Realize that most third party applications have significant limitations when used by complex organizations. |
Corporate defined metrics developed and used across different divisions |
Extend it out more than one year/calander year. |
Replace annual budgets with rolling forecasts |
nothing |
Discount the political influence of certain leaders. |
regualer reviews of forecast |
None |
implement budgeting/forecasting software |
No |
Stop having bonuses determined solely on making EBITDA budget |
reduce the frequency of budget updates |
If the volunteer organization that I do some work with ever selects another business simulation program, I would like to be on the committee that selects it. |
I would simply allow for more strategic meetings that involve all members of management. |
Financial forecasting cycle from 12 months to 3 years |
Lengthen the planning timeline. |
Better utilization of technology |
More frequent meetings communicating issues, planning variables. |
Having more awareness and active management of budgets by all department budget managers. |
Leadership |
I am no longer employed. Answers are based on the prior involvement in the planning process. |
Deeper involvement from non financial personnel |
Benchmarking against goals established |
Getting the right BI Tools |
Greater integration with third party benchmarking metrics and regionalized data |
More innovation, better collaboration among functional dept. |
people in charge |
Allow divisons to participate more in the strategic planning process. |
The “buy in” of the rest of the management team as to the importance of the planning process. |
better understanding at C level of information |
Add a professional to FPA |
Greater collaboration between operational functions |
Better tools and more frequent review. Annually is not productive |
Top down support to hold managers accountable |
Excessive (in my opinion) focus on pre-incentive compensation, pre-tax profit rather than what ultimately trickles down to the equity shareholders who provide the risk capital to the company. |
get other top management involved |
n/a |
Implement performance measurement to allow us to move beyond budgeting |
more structure |
Better forecasting of capital project needs as usually over forecast what can be achieved. Leads to borrowing more funds or needing more revenue than was actually required. |
Better alignment with ownership requirements |
TIME |
The systems/technology... WAY TOO manual, and more prone to mistakes. |
More individual accountability and participation in the implementation. |
Not deeply involved in this area. |
Follow-through |
Our organization is currently under-going a strategic re-evaluation. The biggest outcome I would like to see if a strategy driven by a defined business identify (who the firm is in its market) with tactical goals cascading from the stragety. This level of planning has been missing in the recent past. |
Eliminating the annual budget process and rely solely on the rolling forecast. |
Make information available to more people in the organization |
shorten the window for planning during a cycle. |
To incorporate one that is actually utilized by the owners |
Build more structure and timeline into the process. |
have started making changes and expect barriers to dissolve in future |
Better technology |
Better division between Board and staff |
start earlier |
Greater participation by involved non-accounting persons |
Use of forecasting tools which provide more sophistication than our spreadsheet based process. |
Better process and systems |
Change from static budget process to rolling forecasts...which will be implemented in the coming fiscal year |
Place more emphasis on the Strategy—not the financial projection/numbers. |
execution and accoutability |
do no further than 36 months out. |
More involvement of Finance Function |
Make it more inclusive of senior management. |
more system integration for easier analysis |
A greater number of open meetings & discussions to include representatives of multiple departments—as opposed to a "speech" with limited to no discussion |
Earlier involvement |
Some sort of software application that could help streamline the process |
More priority and manpower devoted to it |
development of priorities before budgeting and planninb |
Adequate staff to prepare and maintain. |
Getting better input and setting reasonable goals for planning and budgeting purposes |
More long range planning process |
We need more realism in our growth projections |
Additional staffing and training |
If I had more time to invest in it. |
Speed up the process |
Work towards rolling forecasts rather than annual budgets. |
Integrate "Daily Management" with "Management Accounting" |
Have our engineering department devote more time to long term capital planning, this would then facilitate better financing planning, capital maintenance and long term capital investment requirements. |
Revenue and G&A cost |
Reduce heavy reliance on budget |
What can you accomplish realistically in one year. |
Have people take more time preparing prior to starting their planning activities |
Focus on significant projects and not the details. |
Linking planning with budgets with cash plans and capital plans |
tie longer-term financial information to the planning process rather than the short-term budget solution |
Formailze process and commitment with Executive Team. |
More time for analysis |
Better incorporation of consideration of strategic risks. |
Management commitment to processes and the strategic plan. |
Create better links between planning processes. |
Emphasis placed on change, it seems to be difficult to implement improvements. |
Use of more technology |
Flow of Communication |
Enforce adherence to goal dates and deadlines |
need adequate resources for higher level planning |
Greater company involvement |
I would like to see better integration between all the various/disparate planning processes (strategic, tactical, financial, enterprise risk, etc). |
Getting individuals to have a broader business perspective and associated skills (and using them) |
Select the individuals involved in the process who have an open mind to changing the status quo and not undermind the process. |
need more staff accountants to make sure recent historical data is posted timely |
20) To what extent would you agree with the following statements?
|
VERY LIMITED |
LIMITED |
MODERATE |
GREAT |
VERY GREAT |
The results of our organization’s key financial and non-financial outcomes (e.g. profits, margins, volumes, market share, etc.) show an improving trend. |
6.5% (31) |
20.6% (98) |
42.0% (200) |
25.6% (122) |
5.3% (25) |
These key financial and non-financial outcomes have results that are comparable with/better than direct competitors or equivalent organizations |
5.8% (28) |
17.4% (84) |
43.2% (208) |
27.2% (131) |
6.4% (31) |
20.1) The results of our organization’s key financial and non-financial outcomes (e.g. profits, margins, volumes, market share, etc.) show an improving trend.(To what extent would you agree with the following statements?)
RESPONSE |
COUNT |
PERCENT |
Very Limited |
31 |
6.5% |
Limited |
98 |
20.6% |
Moderate |
200 |
42.0% |
Great |
122 |
25.6% |
Very Great |
25 |
5.3% |
20.2) These key financial and non-financial outcomes have results that are comparable with/better than direct competitors or equivalent organizations (To what extent would you agree with the following statements?)
RESPONSE |
COUNT |
PERCENT |
Very Limited |
28 |
5.8% |
Limited |
84 |
17.4% |
Moderate |
208 |
43.2% |
Great |
131 |
27.2% |
Very Great |
31 |
6.4% |
21) What level of organization are you assessing?
RESPONSE |
COUNT |
PERCENT |
Entire corporate entity |
374 |
76.6% |
Business unit, division, or corporate headquarters group |
114 |
23.4% |
22) (AICPA MEMBERS ONLY) Please indicate the number of employees for the organization you are assessing
RESPONSE |
COUNT |
PERCENT |
1–49 |
114 |
24.0% |
50–99 |
38 |
8.0% |
100–249 |
78 |
16.4% |
250–499 |
57 |
12.0% |
500–999 |
45 |
9.5% |
1,000–4,999 |
74 |
15.6% |
5,000–9,999 |
21 |
4.4% |
10,000–24,999 |
18 |
3.8% |
25,000–49,999 |
11 |
2.3% |
50,000 or more |
18 |
3.8% |
Does not apply |
1 |
0.2% |
23) (CIMA MEMBERS ONLY) Please indicate the number of employees for the organization you are assessing
RESPONSE |
COUNT |
PERCENT |
1–50 |
13 |
12.1% |
51–250 |
19 |
17.8% |
251–1000 |
9 |
8.4% |
1001–10,000 |
7 |
6.5% |
10,000+ |
5 |
4.7% |
Does not apply |
54 |
50.5% |
24) Please indicate the annual revenues/turnover for the business unit you are assessing
RESPONSE |
COUNT |
PERCENT |
Under $10 Million |
106 |
21.7% |
Over $10 Million–$100 Million |
172 |
35.2% |
Over $100 Million–$500 Million |
96 |
19.7% |
Over $500 Million–$1 Billion |
32 |
6.6% |
Over $1 Billion–$5 Billion |
43 |
8.8% |
Over $5 Billion–$10 Billion |
10 |
2.0% |
Over $10 Billion |
29 |
5.9% |
25) Which of the following best describes your title or position. (Please choose one).
RESPONSE |
COUNT |
PERCENT |
CEO |
7 |
5.1% |
COO |
3 |
2.2% |
President |
2 |
1.4% |
CFO |
42 |
30.4% |
CAO |
2 |
1.4% |
VP |
3 |
2.2% |
Director |
22 |
15.9% |
Controller |
23 |
16.7% |
Accounting/Audit Manager |
15 |
10.9% |
Tax Manager |
0 |
0.0% |
Technology Manager |
0 |
0.0% |
RESPONSE |
COUNT |
PERCENT |
Staff |
9 |
6.5% |
Other (please specify) |
10 |
7.2% |
OTHER RESPONSES |
Manag |
I am retired only do pro bono work |
Not currently employed |
Country CFO |
Finance Manager |
Internal Audit |
PARTNER |
AVP Business Unit Controller |
senior analyst |
Principal |
Production Systems / Quality Engineer |
Manager of FP&A |