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FINANCIAL PLANNING AND ANALYSIS

Chapter 11

Organizational structure

Table of Content

Table of Contents

Organization

Accessing data, partnering, performance measurement

• Organizational structure

• Organizational culture

• Stakeholders and business partners

• Measuring organizational performance

• Business and support process risks

• Sources of organizational information

Organizational Structures

Structure Types:

• Functional organizations

• Divisional organizations

• Matrix organizations

Centralized and decentralized organizations

Organizational decision makers

• Board

• Senior management

• Middle management

Key Financial Statements

Organizational culture

Organizational culture

Workplace Cultures

Stakeholders

and Business Partners

Stakeholders

Stakeholders

Stakeholders: Individuals, groups, or business functions that have an interest in the activities of an organization

• Internal- employees, executives, and business support processes

• External- Clients, community partners, and sourcing providers

Business Partners

Identifying Stakeholders for Partnering

Partners work directly with the firm and value through a collaborative approach.

Identifying stakeholders for partnering involves a deep understanding of the

value drivers and KPls that influence the firm's value creation.

Where does the stakeholder fit within the context of our value creation process?

• Balanced scorecard approach

Balanced Scorecard

Balanced Scorecard

Key Financial Statements

Measuring Organizational Performance

Measuring Organizational Performance

Measuring Organizational Performance

The measurement framework includes:

Value Driver Tree

Guidance on Planning and Projections

In addition to benchmarking, FP&A personnel can provide invaluable help in providing continued and up-to-date guidance to stakeholders on

• Any changes in the firm's competitive advantages and the resulting impact on strategy

• Changes to financial projections

Key Performance Indicator (KPI)

S pecific

Measurable

Achievable[ RelevantT rime-based

Key Financial Statements

Business and Support Process Risks

Business and Support Process Risks

Business and Support Process Risks

• Each process and their value driven

activities are evaluated to:

• Measure the possible impact of

risk and opportunity

• Identify actions that can be taken

t o ensure that risk is minimized

and opportunity maximized

• Quantify the risk-its impact and

its probability-on expected value

(projected future value)

Intervention

• If a change in a key area of risk is significant, an intervention may be required.

• Change in business partner

• Change in strategy

• Voluntary or involuntary

Question

Thank You

Question

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