Corporate budgeting In practice : driving strategic focus and performance
Name
890373871-MIT.pdf
Description
Full printable version
Size
5.15 MB
Format
Adobe PDF
Checksum (MD5)
ee788c652c7ffe7b963e1c92199a1230
Author(s)
Briggman, Chandra A. (Chandra Alisa)
Advisor(s)
Xavier Giroud.
Date Issued
2014
Publisher
Massachusetts Institute of Technology
Abstract
This paper identifies insights and methods used in practice to address two weaknesses in the traditional corporate budgeting process. One point of failure is the weak linkage between organizational strategy and budgeting - resulting in the proliferation of activities that do not support strategic priorities. The second point of failure is a strong linkage between budgeting and performance evaluation and incentives that leads to behavioral dysfunctions among employees. Together, these challenges create significant barriers to successful strategy execution in organizations. This paper defines the intended role of budgeting, details the challenges that resulted from the two points of failure, and offers a sample of thought-provoking approaches to support practitioners' use of corporate budgeting to help execute organizational strategies more effectively.
Description
Thesis: M.B.A., Massachusetts Institute of Technology, Sloan School of Management, 2014.
Cataloged from PDF version of thesis.
Includes bibliographical references (pages 74-76).
Subjects
Sloan School of Management.
MIT Department
Sloan School of Management
Terms of Use
M.I.T. theses are protected by copyright. They may be viewed from this source for any purpose, but reproduction or distribution in any format is prohibited without written permission. See provided URL for inquiries about permission.
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