Resource Fluidity

E&Y - Feb 3, 2021

Why companies need to step up their forecasting game

Amid increasingly volatile business environments, companies must learn to harness technology to efficiently generate accurate forecasts.

Read Article By EY Americas

McKinsey & Company - Feb 10, 2021

Capital Projects 5.0: Reimagining capital-project delivery

What could your business achieve if your large capital projects were 30 to 50 percent faster and cheaper? The opportunity is more real than you think.

Read Article By Shankar Chandrasekaran, Shakeel Kalidas, Mina Mir, Gerhard Nel, Prakash Parbhoo, Anuradha Rao, and Siddharth Srikanthan

E&Y - Feb 5, 2021

How a sustainable cash culture can drive growth

Freeing up cash on the balance sheet may be hard, but companies such as Johnson Controls are finding ways to establish a sustainable cash culture.

Read Article By Peter Kingma, Eidji Braghin, and Jeff Leach

Bain & Company - Feb 10, 2021

Aspiring Business Partner: When Financial Planning and Analysis Needs an Overhaul

CFOs want FP&A to become stewards of value creation, not just keep score.

Read Article By Michael Heric, Steve Beam, and Anup Juneja

PWC - Feb 1, 2021

How much does it cost to make a product? Many manufacturers don’t know … and it’s costing them

Product costing. A lost art?

Read Article By Katherine Wonders

McKinsey & Company - Feb 3, 2021

Transformation in uncertain times: Tackling both the urgent and the important

A sprint-based transformation approach can help organizations achieve full potential.

Read Article By Darius Bates, David Dorton, Seth Goldstrom, and Yasir Mirza

Bain & Company - Jan 28, 2021

Support and Control Functions Go Agile

Support and control functions like human resources and finance can empower Agile teams and benefit from becoming more Agile themselves.

Read Article By Arun Ganti and Jon Webber

McKinsey & Company - Jan 22, 2021

Building a digital bridge across the supply chain with nerve centers

Many companies operate some type of supply-chain control tower, but upgrading to a digital, end-to-end nerve center can manage risk even more effectively, while boosting output and productivity.

Read Article By Jaafar Beydoun, Elise Cruel, Scott McArthur, Ali Sankur, and Ketan Shah

McKinsey & Company - Jan 19, 2021

Scenario-based cash planning in a crisis: Lessons for the next normal

In our experience, leading players connect their internal finance systems with digital tools in the boardroom for agile impact modeling. Getting the scenario approach right is fundamental in these models, and five best practices have emerged.

Read Article By Christian Grube, Yuri Polyakov, and Tido Röder

E&Y - Jan 4, 2021

Why now may be the time to start a corporate venture fund

CVC [corporate venture capital] can be a good tool for staying current on emerging trends and technologies, identifying growth areas, de-risking M&A, and moving faster than traditional R&D. Companies might consider CVC investing to reap future benefits from new products, technologies and geographies.

Read Article By Peter Ulrich and Jeff Leach

Harvard Business Review ($) - Feb 1, 2003

Who Needs Budgets?

Budgeting, as most corporations practice it, should be abolished. That may sound like a radical proposition, but it would be merely the culmination of long-running efforts to transform organizations from centralized hierarchies into devolved networks that allow for nimble adjustments to market conditions.

Read Article By Jeremy Hope and Robin Fraser

strategy+business ($) - May 25, 2010

Cleaning the Crystal Ball

Peter Drucker once commented that “trying to predict the future is like trying to drive down a country road at night with no lights while looking out the back window.” Though we agree with Drucker that forecasting is hard, managers are constantly asked to predict the future — be it to project future product sales, anticipate company profits, or plan for investment returns. Good forecasts hold the key to good plans. 

Read Article By Tim Laseter, Casey Lichtendahl, and Yael Grushka-Cockayne
Source Photo: Lars Leetaru

Harvard Business Review ($) - Nov 1, 2001

Corporate Budgeting Is Broken—Let’s Fix It

Corporate budgeting is a joke, and everyone knows it. It consumes a huge amount of executives’ time, forcing them into endless rounds of dull meetings and tense negotiations. It encourages managers to lie and cheat, lowballing targets and inflating results, and it penalizes them for telling the truth…

Read Article By Michael C. Jensen
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resource fluidity v03

 

Resource Fluidity mobilizes people and dollars across a portfolio of ongoing and emergent initiatives

All Time Favorites

Harvard Business Review ($) - Feb 1, 2003

strategy+business ($) - May 25, 2010

Harvard Business Review ($) - Nov 1, 2001