For the long-term health of your business, it’s time to move beyond crisis management and cash conservation.
Create a "closed-loop" system so that business unit leaders don't eat up all the savings before corporate leaders can decide what to do with the gains.
Starting from a “zero base” can reshape the customer portfolio, realign the organization, and unearth value in the supply chain.
Instead of saving on costs to support strategic growth initiatives, companies are now more likely to be saving to support transformation efforts.
More companies are biting the bullet and going through the painful process of realigning their culture to support a transformation to ZBB.
CFOs can embrace a more innovative approach to budgeting without committing to the entire ZBB process.
ZBSC approaches can trigger COGS savings of up to 10% and a COGS-to-revenue ratio of up to 800 basis points, Accenture says.
A strategic partnership between CFOs and chief procurement officers could uncover a wealth of value buried in your supplier spending.
Separating budget fact from fiction is the key to getting the most out of the process.
Companies should vary the budgeting model used for particular business units and functions, research shows.
Can companies afford to have competing priorities in the C-suite?
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