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Finance executives can gain immediate benefits from tactical solutions and best practices that enable operational managers to adopt forecasting and budgeting processes as key management tools.
Ask most CFOs and finance directors to describe an ideal forecasting and budgeting process, and they’ll likely portray it as part of an overall integrated performance management framework, ultimately driven by value-based measures. At the same time, however, they’ll admit that this vision involves a significant transformation to their current forecasting and budgeting processes, systems, and organization. Accenture’s experience shows it can take three to five years to fully implement and embed these changes.
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