Post by account_disabled on Feb 20, 2024 7:19:52 GMT -5
Financial planning , a technical task with fundamental importance for the entire organization, allows us to observe , analyze and establish cause-effect relationships between corporate strategic objectives and the economic and financial conditions necessary to achieve them. This is one of its main functions, although not the only one. What's more, other tasks emerge from it that require equally precise and informed attention to the real state of the company, to the historical results of its key operations and, most especially, to growth and expansion forecasts; tasks such as investment planning , in which precise knowledge of the past, present and potential of the organization become highly critical issues. The scorecard in financial investment planning There is no doubt about the role that business intelligence tools play in financial decision making, especially the Balanced Scorecard (BSC).
Through the CMI we can not only monitor the performance of the key areas committed by a certain financial plan, analyzing the historical data collected or based on the current performance of the processes and activities involved in each of these areas; We can also evaluate, with the same mechanisms, the real state of the company as a whole , detect patterns and regularities, make visible inefficiencies and deviations... in short, make the appropriate decisions to maintain or correct what is stipulated in the planning. But the USA Student Phone Number List most important thing for investment planning, in addition to the analysis of the past and present, is the study of the future and the subsequent detection, visibility and evaluation of new business opportunities that open up on the horizon. In this sense, the CMI allows us to foresee carrying out these tasks thanks to the design of the so-called what-if scenarios , evaluating in detail the risks existing in each of these possible scenarios, and providing better and greater knowledge of them with a view to to support financial decision making regarding investment.
The study of a company's investment possibilities and its subsequent planning requires, therefore, having tools such as the CMI that offer a focal vision of the processes and activities carried out in an area or department, and at the same time having a vision integral to the entire organization; two complementary visions that provide relevant, transversal and comparable data and information with what is foreseen by the corporate strategy, and that facilitate a glimpse of which investments are possible, feasible and most convenient from a technical, operational and financial point of view. However, the Balanced Scorecard is a complex tool that requires careful design and optimal implementation to meet, effectively and efficiently, the objectives entrusted to it. Therefore, it is important to reiterate the warning already repeated on previous occasions: professional technical advice and the knowledge of the company's own managers are decisive issues to successfully face the design and implementation of a CMI . Resources such as the guide 12 keys to defining a Balanced Scorecard can serve this purpose enormously (a guide available completely free).