Activity-based budgeting has been discussed for some time, but becomes far more practical with a Time Driven Activity-Based-Budgeting (TDABC) model. Using this approach, a company can now link its strategic plan and sales and production forecast to the specific demands for capacity required for implementation. This chapter introduces the powerful new extension of the TDABC model to perform what-if analysis and activity-based budgeting.
It's inefficient, ages too quickly, and is out of sync with the strategic plan. No wonder so many executives hate toiling over the annual budget. But, says Peter Horvath, don't look to the budget as the sole management system. Horvath and his associate Ralf Sauter describe six ways to fix budgeting, including integrating it with such systems as the Balanced Scorecard, so that it supports strategy execution in today's fast-changing environment.
In 2006 the world economy was booming, partly on the back of triple-A investment innovations. Then, suddenly, the boom ended. What fascinates the authors is the fact that almost no one saw the 2008 economic crisis coming. In this article, the authors come to terms with the reality that, in economics and business, accurate forecasts aren't possible. Therefore, they say, managers need to develop a different attitude about the future.