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Informationen zum Autor LAWRENCE B. M. SERVEN is the founder and principal of The Buttonwood Group, a Stamford, Connecticut-based consulting firm specializing in organizational effectiveness and performance management. He has helped companies in the entertainment, telecom, consumer goods, pharmaceutical, and financial services industries to enhance shareholder value through improved planning practices. His work has been profiled in CFO Magazine, the Harvard Management Update, the Journal of Accountancy, and others. He can be contacted at lserven@msn.com Klappentext Der Planungsprozess ist der erste Schritt auf dem Weg zu einem soliden Unternehmenswachstum. Viele Unternehmen haben zwar versucht, mit Hilfe von neuen Budgetierungssystemen, Benchmark-Studien oder Neustrukturierungen, ihre Unternehmensplanung besser in den Griff zu bekommen. Doch alle diese Bemühungen haben nicht notwendigerweise zu einer effektiveren Gestaltung des Planungsprozesses geführt. "Value Planning" zeigt Controllern und Finanzverantwortlichen, wie sie die Unternehmensplanung zu einem echten Management Tool machen, das vom gesamten Unternehmen akzeptiert wird. Mit zahlreichen Beispielen aus der Praxis. Zusammenfassung The planning process is the first step in a corporation's road to a strong financial picture of its growth. Though many companies have attempted to get a better handle on their books by implementing new budgeting systems, benchmarking studies or reorganization, these efforts don't necessarily make the planning process any more effective. Inhaltsverzeichnis Preface. Acknowledgments. PART ONE: PLANNING TO WIN. Shareholder Value Breaks Out of the Boardroom. Planning to Win: The Best Way to Predict the Future Is to Create It. Value Maker Commitments: Translating Business Goals into the Decisions People Make Every Day. Value Maker Motivation: Aligning Rewards with Shareholder Value. Value Maker Intelligence: Managing Information to Make High Value Decisions. PART TWO: THE ROLES PEOPLE PLAY. Business Advisors in the Value Creation Process: The Role of Finance. Managing for Shareholder Value: The Role of Functional Managers. Creating Strategic Focus: The Role of Senior Management. Living It: The Role of the CEO in Making Value Planning Part of Everyday Business. PART THREE: AN ILLUSTRATIVE STORY. Life Before Value Planning: Gaming the System. Life in Transition: Steering an Aircraft Carrier. Life in a Value Planning World: Creating Value Every Day. Appendix A: The Value Planning Process Illustrated. Appendix B: Current Planning Topics: A Discussion of "Silver Bullets". Index....
List of contents
Preface.
Acknowledgments.
PART ONE: PLANNING TO WIN.
Shareholder Value Breaks Out of the Boardroom.
Planning to Win: The Best Way to Predict the Future Is to Create It.
Value Maker Commitments: Translating Business Goals into the Decisions People Make Every Day.
Value Maker Motivation: Aligning Rewards with Shareholder Value.
Value Maker Intelligence: Managing Information to Make High Value Decisions.
PART TWO: THE ROLES PEOPLE PLAY.
Business Advisors in the Value Creation Process: The Role of Finance.
Managing for Shareholder Value: The Role of Functional Managers.
Creating Strategic Focus: The Role of Senior Management.
Living It: The Role of the CEO in Making Value Planning Part of Everyday Business.
PART THREE: AN ILLUSTRATIVE STORY.
Life Before Value Planning: Gaming the System.
Life in Transition: Steering an Aircraft Carrier.
Life in a Value Planning World: Creating Value Every Day.
Appendix A: The Value Planning Process Illustrated.
Appendix B: Current Planning Topics: A Discussion of "Silver Bullets".
Index.
