Why do we do “strategy” in business? How can Finance influence the strategy development process to make it most effective? How does understanding why help us? This is what I’m discussing in the the third in my series on LinkedIn – The Purpose-Driven CFO.
Is the “strategic plan” just a long term version of the budget? I’ve even heard reference in one business to a “multi-year budget”. One year budgets are enough, surely! So is the strategic plan actually worth the powerpoint slides it’s written on?
I can’t stand it when we do things that are pointless or don’t bear relation to reality. So I’m really interested in what we can, as Finance professionals, do to make the strategic plan meaningful and useful. And how can we make the strategy process something which serves to maximise business performance?
Head over to LinkedIn for some thoughts. Let me know what you think.
And if you want to start with the earlier parts of the series, click on these links: