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by David Parmenter
The Financial Controller and CFO's Toolkit, 3rd Edition
Title Page
Copyright
About the Author
Testimonials
Introduction
The Third Version
How to Use the Book
The PDF Toolkit
Reporting History or Making It
Acknowledgments
Part I: Change—Why the Need and How to Lead
Chapter 1: Getting Your Finance Team Future Ready
A Burning Platform?
Reporting History or Making It
Lean Movement
Importance of Abandonment
The Importance of Challenging the Status Quo
PDF Download
Notes
Chapter 2: Leading and Selling the Change
Steve Zaffron and Dave Logan
Harry Mills
John Kotter
Selling to the Senior Management Team
The Power of the Focus Group
PDF Download
Notes
Part II: To Be Completed Before the Next Month-End
Chapter 3: Rapid Month-End Reporting: By Working Day Three or Less
Rating Scale for Month-End Reporting
Benefits of Quick Month-End Reporting
Impact of a Quick Month-End on the Finance Team Workload
Major Steps You Can Do Before Your Next Month-End
Major Quality Assurance Tasks After Day 1
PDF Download
Note
Part III: Technologies to Adopt
Chapter 4: Future-Ready Technologies
Ban Spreadsheets from Core Finance Routines
Seven Technologies to Understand and Evaluate
Planning and Forecasting Tools
Upgrade Accounts Payable Systems
Using a Reporting Tool
Turbo Your G/L with a Friendly Front End
Consolidation and Intercompany Software
Collaborative Disclosure Management
Paperless Board Meeting
Maximize the Use of the Existing G/L
Avoiding the Hard Sell to Upgrade Your G/L
Implementing a New System
PDF Download
Notes
Part IV: Progress You Need to Make within the Next Six Months
Chapter 5: Reduce Accounts Payable Volumes by 60 Percent
Removal of All Charles Dickens Processes
Move to a Paperless Accounts Payable Function
Get Your Electronic Ordering System to Work
Get a Purchasing Card System Implemented as Soon as Possible
How the Purchase Card Works at Month-End
The Better Practices with Purchase Cards
Cut Off Accounts Payable on the Last Working Day
Mount the Last Signed Check on the CEO's Wall
Perform Frequent Direct Credit Payment Runs
Improve Budget Holders' Cooperation
Speed Up Budget Holders' Correction of Omissions
A Welcome Letter to All New Budget Holders
Introduce “Shame and Name” Lists
Reward Good Budget Holder Behavior
Have a Closer Relationship with Your Main Suppliers
Self-Generated Invoices (Buyer-Created Invoices)
PDF Download
Note
Chapter 6: Month-End Reporting Refinements
Avoid Late Timesheets
Minimize Budget Holders' Month-End Reporting
Avoid the Rewriting of Reports
Reporting Based on 4 or 5 Weeks
Delay Changing Your Accounting System
Removing Spreadsheets from the Month-End Routines
Day One Reporting and Virtual Closing
PDF Download
Notes
Chapter 7: Lean Reporting—Informatively and Error Free
The Foundation Stones of Reporting
Concise, One-Page Formats
More Emphasis on Daily and Weekly Reporting
Designing Reports around Current Technology
Error-Free Reporting
Using Best-Practice Graphics
PDF Download
Notes
Chapter 8: Lean Board Reporting
Selling Change to the Board
Scoping of the Information Requests
Avoiding Rewrites of Board Reports
Paperless Board Meeting
Introduce a Change to the Board Meeting Scheduling
Mistakes to Avoid with the Finance Report in the Board Papers
Continually Purging the Board Papers
Moving to Governance Information
A3 (Fanfold) One-Page Board Dashboard
PDF Download
Chapter 9: A Lean Annual Planning Process—Ten Working Days or Less!
Leading and Selling the Change
Foundation Stones of a Lean Annual Planning Process
Efficient Annual Planning Processes
PDF Download
Notes
Chapter 10: Lean and Smarter Work Methods
Techniques to Adopt from the Lean Movement
Post-it Reengineering Workshops
Adopting Scrum Stand-Up Meetings
Adopt Kanban Boards
Toyota's 14 Management Principles
Golden Rules with Emails
Three Books to Read
PDF Download
Notes
Chapter 11: Effective Leadership, Growing and Retaining Talent
Foundation Stones for Leadership That Attracts
Making the Finance Team a Great Place to Work
Putting the Finance Team on the Map
Perform an In-House Customer Satisfaction Survey
PDF Download
Notes
Chapter 12: Quick Annual Reporting: Within 15 Working Days Post Year-End
The Five Stages for a Quick Year-End
Sell the Need for Change
Get Organized
Use Technology to Save Time
Minimize Year-End Stress
Control the Last Mile and Maintaining Quality
Some Case Studies
PDF Download
Note
Chapter 13: Managing Your Accounts Receivable
Operational Improvements to Accounts Receivable
Reporting on Your Accounts Receivable
Avoiding Accounts Receivable Month-End Bottlenecks
Increasing the Use of Direct Debiting Customers' Accounts
Debtors' Collection before Year-End
Chapter 14: Attracting and Recruiting Talent
Ever-Present Danger
The Need to Up-Skill
Law of Attraction
The Recruiting Marathon
Deliver a Good Induction
PDF Download
Notes
Chapter 15: Lean Accounting
Streamlining the Chart of Accounts
Avoid Monthly Cost Apportionment
Value-Stream Accounting
Activity-Based Costing Is Broken
PDF Download
Notes
Part V: How Finance Teams can Help their Organizations get Future Ready
Chapter 16: Implementing Quarterly Rolling Forecasting and Planning
Selling and Leading the Change
Annual Planning Is a Questionable Activity
Myths around Annual Planning
Quarterly Rolling Forecasting and Planning
The Foundation Stones of a Rolling Forecasting and Planning Process
Efficient Forecasting and Planning Processes
Implementing a Quarterly Rolling Forecasting and Planning Process
PDF Download
Notes
Chapter 17: Finding Your Organization's Operational Critical Success Factors
Benefits of Understanding Your Organization's Critical Success Factors
Relationship Among CSFs, Strategy, and KPIs
Operational Critical Success Factors versus External Outcomes
Finding Your Organization's CSFs
PDF Download
Notes
Chapter 18: Getting Your KPIs to Work
KPI Research
The Myths of Performance Measures
The Four Types of Performance Measures
The 10/80/10 Rule
PDF Download
Notes
Chapter 19: Reporting Performance Measures
Reporting the KPIs to Management and Staff
Reporting Other Performance Measures to Management
Reporting Progress to Staff
Reporting Key Result Indicators to the Board
Reporting Team Performance Measures
How the Reporting of Performance Measures Fits Together
PDF Download
Notes
Part VI: Areas where Costly Mistakes can be Made
Chapter 20: Performance Bonus Schemes
The Billion-Dollar Giveaway
Foundation Stones of Performance Bonus Schemes
PDF Download
Notes
Chapter 21: Takeovers and Mergers
Reasons for a Takeover or Merger
Some Big Failures
How Takeovers or Mergers Go Wrong
Alternatives to a Rotten TOM
PDF Download
Notes
Chapter 22: The Hidden Costs of Reorganizations and Downsizing
Ramifications and Associated Costs
An Addiction to Reorganizations
Typical Reasons for a Reorganization
Alternatives to a Major Reorganization
A Checklist to Put You off a Reorganization
Hidden Costs of Downsizing
PDF Download
Notes
Appendix A: Useful Letters and Memos
Appendix B: Rules for a Bulletproof Presentation
Appendix C: Satisfaction Survey for a Finance Team
Finance Team User Satisfaction Questionnaire
Index
End User License Agreement
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Prev
Previous Chapter
Cover
Next
Next Chapter
Title Page
Table of Contents
Title Page
Copyright
About the Author
Testimonials
Introduction
The Third Version
How to Use the Book
The PDF Toolkit
Reporting History or Making It
Acknowledgments
Part I: Change—Why the Need and How to Lead
Chapter 1: Getting Your Finance Team Future Ready
A Burning Platform?
Reporting History or Making It
Lean Movement
Importance of Abandonment
The Importance of Challenging the Status Quo
PDF Download
Notes
Chapter 2: Leading and Selling the Change
Steve Zaffron and Dave Logan
Harry Mills
John Kotter
Selling to the Senior Management Team
The Power of the Focus Group
PDF Download
Notes
Part II: To Be Completed Before the Next Month-End
Chapter 3: Rapid Month-End Reporting: By Working Day Three or Less
Rating Scale for Month-End Reporting
Benefits of Quick Month-End Reporting
Impact of a Quick Month-End on the Finance Team Workload
Major Steps You Can Do Before Your Next Month-End
Major Quality Assurance Tasks After Day 1
PDF Download
Note
Part III: Technologies to Adopt
Chapter 4: Future-Ready Technologies
Ban Spreadsheets from Core Finance Routines
Seven Technologies to Understand and Evaluate
Planning and Forecasting Tools
Upgrade Accounts Payable Systems
Using a Reporting Tool
Turbo Your G/L with a Friendly Front End
Consolidation and Intercompany Software
Collaborative Disclosure Management
Paperless Board Meeting
Maximize the Use of the Existing G/L
Avoiding the Hard Sell to Upgrade Your G/L
Implementing a New System
PDF Download
Notes
Part IV: Progress You Need to Make within the Next Six Months
Chapter 5: Reduce Accounts Payable Volumes by 60 Percent
Removal of All Charles Dickens Processes
Move to a Paperless Accounts Payable Function
Get Your Electronic Ordering System to Work
Get a Purchasing Card System Implemented as Soon as Possible
How the Purchase Card Works at Month-End
The Better Practices with Purchase Cards
Cut Off Accounts Payable on the Last Working Day
Mount the Last Signed Check on the CEO's Wall
Perform Frequent Direct Credit Payment Runs
Improve Budget Holders' Cooperation
Speed Up Budget Holders' Correction of Omissions
A Welcome Letter to All New Budget Holders
Introduce “Shame and Name” Lists
Reward Good Budget Holder Behavior
Have a Closer Relationship with Your Main Suppliers
Self-Generated Invoices (Buyer-Created Invoices)
PDF Download
Note
Chapter 6: Month-End Reporting Refinements
Avoid Late Timesheets
Minimize Budget Holders' Month-End Reporting
Avoid the Rewriting of Reports
Reporting Based on 4 or 5 Weeks
Delay Changing Your Accounting System
Removing Spreadsheets from the Month-End Routines
Day One Reporting and Virtual Closing
PDF Download
Notes
Chapter 7: Lean Reporting—Informatively and Error Free
The Foundation Stones of Reporting
Concise, One-Page Formats
More Emphasis on Daily and Weekly Reporting
Designing Reports around Current Technology
Error-Free Reporting
Using Best-Practice Graphics
PDF Download
Notes
Chapter 8: Lean Board Reporting
Selling Change to the Board
Scoping of the Information Requests
Avoiding Rewrites of Board Reports
Paperless Board Meeting
Introduce a Change to the Board Meeting Scheduling
Mistakes to Avoid with the Finance Report in the Board Papers
Continually Purging the Board Papers
Moving to Governance Information
A3 (Fanfold) One-Page Board Dashboard
PDF Download
Chapter 9: A Lean Annual Planning Process—Ten Working Days or Less!
Leading and Selling the Change
Foundation Stones of a Lean Annual Planning Process
Efficient Annual Planning Processes
PDF Download
Notes
Chapter 10: Lean and Smarter Work Methods
Techniques to Adopt from the Lean Movement
Post-it Reengineering Workshops
Adopting Scrum Stand-Up Meetings
Adopt Kanban Boards
Toyota's 14 Management Principles
Golden Rules with Emails
Three Books to Read
PDF Download
Notes
Chapter 11: Effective Leadership, Growing and Retaining Talent
Foundation Stones for Leadership That Attracts
Making the Finance Team a Great Place to Work
Putting the Finance Team on the Map
Perform an In-House Customer Satisfaction Survey
PDF Download
Notes
Chapter 12: Quick Annual Reporting: Within 15 Working Days Post Year-End
The Five Stages for a Quick Year-End
Sell the Need for Change
Get Organized
Use Technology to Save Time
Minimize Year-End Stress
Control the Last Mile and Maintaining Quality
Some Case Studies
PDF Download
Note
Chapter 13: Managing Your Accounts Receivable
Operational Improvements to Accounts Receivable
Reporting on Your Accounts Receivable
Avoiding Accounts Receivable Month-End Bottlenecks
Increasing the Use of Direct Debiting Customers' Accounts
Debtors' Collection before Year-End
Chapter 14: Attracting and Recruiting Talent
Ever-Present Danger
The Need to Up-Skill
Law of Attraction
The Recruiting Marathon
Deliver a Good Induction
PDF Download
Notes
Chapter 15: Lean Accounting
Streamlining the Chart of Accounts
Avoid Monthly Cost Apportionment
Value-Stream Accounting
Activity-Based Costing Is Broken
PDF Download
Notes
Part V: How Finance Teams can Help their Organizations get Future Ready
Chapter 16: Implementing Quarterly Rolling Forecasting and Planning
Selling and Leading the Change
Annual Planning Is a Questionable Activity
Myths around Annual Planning
Quarterly Rolling Forecasting and Planning
The Foundation Stones of a Rolling Forecasting and Planning Process
Efficient Forecasting and Planning Processes
Implementing a Quarterly Rolling Forecasting and Planning Process
PDF Download
Notes
Chapter 17: Finding Your Organization's Operational Critical Success Factors
Benefits of Understanding Your Organization's Critical Success Factors
Relationship Among CSFs, Strategy, and KPIs
Operational Critical Success Factors versus External Outcomes
Finding Your Organization's CSFs
PDF Download
Notes
Chapter 18: Getting Your KPIs to Work
KPI Research
The Myths of Performance Measures
The Four Types of Performance Measures
The 10/80/10 Rule
PDF Download
Notes
Chapter 19: Reporting Performance Measures
Reporting the KPIs to Management and Staff
Reporting Other Performance Measures to Management
Reporting Progress to Staff
Reporting Key Result Indicators to the Board
Reporting Team Performance Measures
How the Reporting of Performance Measures Fits Together
PDF Download
Notes
Part VI: Areas where Costly Mistakes can be Made
Chapter 20: Performance Bonus Schemes
The Billion-Dollar Giveaway
Foundation Stones of Performance Bonus Schemes
PDF Download
Notes
Chapter 21: Takeovers and Mergers
Reasons for a Takeover or Merger
Some Big Failures
How Takeovers or Mergers Go Wrong
Alternatives to a Rotten TOM
PDF Download
Notes
Chapter 22: The Hidden Costs of Reorganizations and Downsizing
Ramifications and Associated Costs
An Addiction to Reorganizations
Typical Reasons for a Reorganization
Alternatives to a Major Reorganization
A Checklist to Put You off a Reorganization
Hidden Costs of Downsizing
PDF Download
Notes
Appendix A: Useful Letters and Memos
Appendix B: Rules for a Bulletproof Presentation
Appendix C: Satisfaction Survey for a Finance Team
Finance Team User Satisfaction Questionnaire
Index
End User License Agreement
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Guide
Table of Contents
Begin Reading
List of Exhibits
Introduction
Exhibit I.1 Book Outline
Exhibit I.2 Impact of Working Smarter, Not Harder
Exhibit I.3 The Year's Workload of a Non-Lean Finance Team (Based on a June year-end in the Northern Hemisphere)
Exhibit I.4 The Year's Workload of a Lean Finance Team (Based on a June year-end in the Northern Hemisphere)
Chapter 1: Getting Your Finance Team Future Ready
Exhibit 1.1 The biggest performance gaps in finance teams
Exhibit 1.2 Lean versus a non-lean finance team
Exhibit 1.3 Jeffrey Liker's analysis of Toyota's 14 principles
Chapter 2: Leading and Selling the Change
Exhibit 2.1 The four faces of the
Aha!
moment
Chapter 3: Rapid Month-End Reporting: By Working Day Three or Less
Exhibit 3.1 Speed of Month-End Reporting Ranking
Exhibit 3.2 Table of Benefits of Quick Reporting
Exhibit 3.3 Changing the focus of our work
Exhibit 3.4 Maintaining an “overs and unders” schedule
Exhibit 3.5 Accounts payable invoice processing volumes during month
Exhibit 3.6 Month-End Timings Explanation
Exhibit 3.7 Flash report to CEO at end of day one
Exhibit 3.8 Replacing the number noise of monthly reforecasts with quarterly rolling forecasts
Exhibit 3.9 Key Activities of a Day Three Month-End
Chapter 4: Future-Ready Technologies
Exhibit 4.1 Analysis of Planning Tools
Exhibit 4.2 Technology currently in use or planned to be implemented in next six months.
Exhibit 4.3 Major Components of Payables Automation
Exhibit 4.4 Some Accounts Payable Providers and Their Applications
Exhibit 4.5 Reporting Tools Offered by Application Providers
Exhibit 4.6 Front-End Tools for General Ledgers
Exhibit 4.7 Consolidation Tool Offerings
Exhibit 4.8 Intercompany Software Offerings
Exhibit 4.9 Collaborative Disclosure Management Software Offerings
Exhibit 4.10 “Planner Tool Provider” Evaluation Checklist
Chapter 5: Reduce Accounts Payable Volumes by 60 Percent
Exhibit 5.1 Changes in the balance of work
Exhibit 5.2 AP invoices that a purchasing card is targeting
Exhibit 5.3 Example of a purchase card
Exhibit 5.4 AP invoice processing volumes during month
Chapter 6: Month-End Reporting Refinements
Exhibit 6.1 Closing on the same day each month (4, 4, 5 accounting)
Exhibit 6.2 Johnson & Johnson Time Frames
Chapter 7: Lean Reporting—Informatively and Error Free
Exhibit 7.1 Example of a business unit's report
Exhibit 7.2 Reporting using value streams
Exhibit 7.3 Example of a consolidated profit and loss report
Exhibit 7.4 A3 (fanfold) CEO's finance report
Exhibit 7.5 Example of a summary balance sheet
Exhibit 7.6 Example of a quarterly rolling accrual forecast report
Exhibit 7.7 Example of a short range cash flow report
Exhibit 7.8 Example of a longer range cash flow report
Exhibit 7.9 Example of a sales dashboard utilizing spark lines and bullet graphs
Exhibit 7.10 Example of a simple CAPEX slippage report
Exhibit 7.11 Example of a CAPEX approval report
Exhibit 7.12 Example of a one-page investment proposal
Exhibit 7.13 Example of a daily sales report
Exhibit 7.14 Example of a weekly sales report
Exhibit 7.15 Example of a weekly overdue projects report
Exhibit 7.16 Example of a weekly list of overdue reports
Exhibit 7.17 Example of a sales dashboard for a smart phone
Exhibit 7.18 Checking for consistency
Exhibit 7.19 Common problems with dashboards
Exhibit 7.20 Advice on Graphs
Chapter 8: Lean Board Reporting
Exhibit 8.1 Cost of preparing board papers for a 500 FTE organization
Exhibit 8.2 Efficiency Rating of Board Meeting Scheduling (Number of Working Days Since Reporting Period Ended)
Exhibit 8.3 Example of an A3 page (U.S. Fanfold) board dashboard
Exhibit 8.4 Examples of Key Result Indicators for a Board Dashboard
Chapter 9: A Lean Annual Planning Process—Ten Working Days or Less!
Exhibit 9.1 Cost of the annual planning process
Exhibit 9.2 Reporting what the board wants to hear
Exhibit 9.3 A strategy slide deck based on welch and collins
Exhibit 9.4 Example of an A3 (U.S. fanfold) annual plan
Exhibit 9.5 How a forecasting model consolidates account codes
Exhibit 9.6 Two-Week annual planning outline
Exhibit 9.7 Payroll calculation worksheet
Exhibit 9.8 Draft Agenda for a Planning Focus Group
Exhibit 9.9 Suggested level of detail in a sales forecast model
Exhibit 9.10 Forecasting employment costs (the helicopter way)
Exhibit 9.11 Example of a travel and accommodation calculator
Exhibit 9.12 Expenditure trend graph
Exhibit 9.13 Draft Agenda for the Annual Plan Briefing Workshop
Chapter 10: Lean and Smarter Work Methods
Exhibit 10.1 Post-it Reengineering Instructions
Exhibit 10.2 Allocation of Colored Post-it Stickers
Exhibit 10.3 Workshop Agenda
Exhibit 10.4 Post-It reengineering month-end reporting on a whiteboard
Exhibit 10.5 Abandoning processes by removing the “post-it” stickers
Exhibit 10.6 Moving the bottlenecks to the earliest time they can be completed
Exhibit 10.7 The daily scrum is part of a two-week sprint
Exhibit 10.8 Kanban board used to help staff manage daily workflow
Exhibit 10.9 Jeffrey Liker's analysis of Toyota's 14 management principles
Exhibit 10.10 Toyota's 14 Principles
Chapter 11: Effective Leadership, Growing and Retaining Talent
Exhibit 11.1 Impact of rescheduling meetings in a working day
Exhibit 11.2 What Meeting Outcomes Could Include
Exhibit 11.3 An Agenda for an Offsite Team Meeting
Exhibit 11.4 Example of a finance team balanced scorecard
Exhibit 11.5 Team's intranet site example
Exhibit 11.6 Extract from a Commentary Section Showing Identification of Positive Comments (Bold) and Negative Comments
Chapter 12: Quick Annual Reporting: Within 15 Working Days Post Year-End
Exhibit 12.1 Costing the annual accounts process
Exhibit 12.2 Year-End Reporting Time Frames (from the Year-End to Signed Annual Report)
Exhibit 12.3 Draft Agenda for the Quick Annual Reporting Workshop
Exhibit 12.4 Costing the annual accounts process
Chapter 13: Managing Your Accounts Receivable
Exhibit 13.1 Example of an aged debtors graph
Chapter 14: Attracting and Recruiting Talent
Exhibit 14.1 Candidate Comparison Matrix
Chapter 15: Lean Accounting
Exhibit 15.1 Traditional reporting for a manufacturer
Exhibit 15.2 Reporting using value streams
Exhibit 15.3 Reporting the comparison in the traditional way
Exhibit 15.4 Reporting the comparison using value stream accounting
Exhibit 15.5 Example of a rate of flow calculation
Exhibit 15.6 One-off deals approached from a lean way
Chapter 16: Implementing Quarterly Rolling Forecasting and Planning
Exhibit 16.1 Speed of Annual Planning
Exhibit 16.2 How the rolling forecast works for an organization (June year-end)
Exhibit 16.3 Reducing the number noise by quarterly re-forecasting
Exhibit 16.4 Seven-day reforecast process outline
Exhibit 16.5 Two-week fourth-quarter update that also generates the annual plan
Exhibit 16.6 Closing month-end on the same day each month
Exhibit 16.7 Quarterly updated forecast on an A3 (US fanfold) page
Exhibit 16.8 Suggestions for Overcoming Barriers to QRF
Exhibit 16.9 Draft Agenda for a One-Day Focus Group Workshop
Exhibit 16.10 Timeline for implementing a QRF process example
Exhibit 16.11 Reporting with a rolling forecast target
Chapter 17: Finding Your Organization's Operational Critical Success Factors
Exhibit 17.1 Discord with strategy
Exhibit 17.2 Alignment with strategy
Exhibit 17.3 Hierarchy of success factors
Exhibit 17.4 How CSFs and KPIs fit together and link to strategy
Exhibit 17.5 What impacts the CSFs
Exhibit 17.6 How strategy and the CSFs work together
Exhibit 17.7 Characteristics of Operational Critical Success Factors and External Outcomes
Chapter 18: Getting Your KPIs to Work
Exhibit 18.1 How many KPIs are there in your organization?
Exhibit 18.2 What is the most common time frame KPIs are reported within?
Exhibit 18.3 Suggested six perspectives of a balanced scorecard
Exhibit 18.4 The four measures and their time zones
Exhibit 18.5 Past, current, or future measures to replace lead/lag indicators
Exhibit 18.6 Examples of future measures
Exhibit 18.7 The interrelated levels of performance measures in an organization
Exhibit 18.8 Four Types of Performance Measures
Exhibit 18.9 The importance of knowing your critical success factors
Exhibit 18.10 Characteristics of KPIs
Exhibit 18.11 The 10/80/10 rule
Chapter 19: Reporting Performance Measures
Exhibit 19.1 Example of a daily KPI report
Exhibit 19.2 Example of a daily HR exception report
Exhibit 19.3 Example of a weekly KPI report
Exhibit 19.4 Example of the weekly human resources report
Exhibit 19.5 Example of a monthly report to management
Exhibit 19.6 Example of a monthly report to management
Exhibit 19.7 Combination of sparklines and bullet graphs
Exhibit 19.8 Example of a monthly report to staff
Exhibit 19.9 A3 (fanfold) one page board dashboard
Exhibit 19.10 Example of a weekly team-progress update
Exhibit 19.11 Example of an is monthly team balanced scorecard
Exhibit 19.12 Suggested performance reporting portfolio
Chapter 20: Performance Bonus Schemes
Exhibit 20.1 Retention of super profits
Exhibit 20.2 At-risk component of salary
Exhibit 20.3 Performance-related pay system that will never work
Exhibit 20.4 How the performance-related bonus would differ across teams (airline)
Exhibit 20.5 Testing the performance scheme on past results
Chapter 22: The Hidden Costs of Reorganizations and Downsizing
Exhibit 22.1 Hidden Costs of Dismissing Staff
Appendix B: Rules for a Bulletproof Presentation
Exhibit B.1 Preparing and Delivering a Compelling Presentation Checklist
Exhibit B.2 PowerPoint Presentations Checklist
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