Sie möchten Ihre strategischen Planungsfähigkeiten im Finanzmanagement verbessern. Wie können Sie Feedback dazu nutzen?

Key to effective strategic planning & financial management is testing assumptions early and often to make course corrections.

Provide leaders with succinct financial fundamentals in everyday language, on an ongoing basis. Do this during planning and afterwards to evaluate where the financial fundamentals are...both during planning and afterwards.

It is not a one size fits all scenario. The feedback needs to be specifically directed yet open to brainstorming any ideas that come your way. Some feedbacks or comments may harm more than doing good to your ultimate goal. Be cognisant of the following: - Experience of the person providing the feedback (Both quantitative and qualitative) - How many complex transactions/projects the person handled - Is the input help achieving the dynamic and ever evolving goal of financial management - cost benefit analysis - ease of adaptation - is it best or better of all the worlds?

By actively seeking, analyzing, and acting on feedback, you can constantly refine and improve your financial management strategic planning abilities, ultimately adding to your professional progress and success.

Todo proceso de retroalimentación necesita una madurez emocional para recibir con apertura los comentarios negativos, saber dimensionar los comentarios positivos, pero sobre todo conocerse bien para no darle importancia a evaluaciones aisladas que no aportan nada positivo. Las evaluaciones negativas son una oportunidad para mejorar e implementar mejoras, las positivas por su parte te permiten continuar trabajando en lo que se percibe bien y las evaluaciones que se van al extremo te permiten estar alerta de posibles bloqueos que te presentarán en el camino.

Understanding the company's finance culture is intricately linked to grasping the dynamics of its business operations. Delving into the company's core activities, market positioning, and strategic objectives provides valuable insights into its financial practices. This comprehensive understanding enables effective decision-making and the implementation of sustainable financial strategies aligned with the organization's goals and values. It lays the foundation for fostering transparency, accountability, and financial resilience, driving long-term success and growth in a rapidly evolving business landscape.

He manejado dos enfoques para planificación estratégica: el enfoque de la sala de juntas y el enfoque de todos con todos. Creo que la mezcla de ambos funciona bastante bien. En primer lugar, el objetivo específico de la organización y luego se hace una lluvia de ideas. De absolutamente TODAS las partes involucradas: Socios, clientes, contratistas, clientes, empleados y una comparación con las fuentes públicas con la información concerniente para que se pueda fusionar al desarrollo del proyecto. Es verdad que todos tenemos puntos ciegos, pero recibir todos los comentarios, reflexionar sobre los mismos, aceptar lo que tiene sentido y corregir el curso hará que el plan se desarrolle exitosamente. Como siempre: la comunicación.

Feedback must always be constructive, focusing on the solution and not the cause, always accompanied by examples of the situations addressed. It must be carried out regularly, so that there is monitoring of cause and effect and allows you to constantly evaluate your strategic and financial plan. These are important inputs to correct the route, during the journey and not just at the end.

Las entrevistas de 360 grados ofrecen una muy buena fuente de información. Es conveniente conocer las diferentes caras de la moneda.

When seeking feedback, be specific about what aspects of your financial management and strategic planning you want to improve. This could include budgeting, forecasting, risk assessment, or decision-making processes.

There are two approaches to handle strategic planning - Board room approach or Bottom up approach. I believe mix of both works quite well. Firstly agree on the place where you want to reach as an organisation and then hit the ground and take inputs from all (i seriously mean all) the stakeholders. Your customers, partners, employees, contractors, consumers, public sources will have ample of information for you to plug-in in your plan. Believe me all of us have many blind spots, taking feedback, reflecting on the same, accepting what makes sense and correcting the course will make your plan a rock solid one. Having worked with various industries and geographies, can tell you this works well.

It’s very important to ensure that Strategic Planning exercises are not rigid, rather are directional & objective. Once feedback is obtained, Financial Planners should reflect back on underlying assumptions and go back to the drawing board. The Financial Models should be prepared in a way to quickly simulate revised outcomes based on dynamic inputs. I faced a situation where the new book & bill targets (a sub-set of total targeted order booking) were very aggressive & the sales lead wanted to take a more pragmatic stance considering broader competitive landscape & market factors. Instead of straightway turning down the suggestion, I drew a simulation based on different pipeline conversion scenarios to drive a more meaningful conversation.

1. **Identify Patterns**: Look for common themes or patterns in the feedback you receive. Are there recurring issues or areas where you consistently receive praise? Identifying these patterns can help you prioritize areas for improvement. 2. **Develop Action Plans**: Based on the feedback you've gathered, develop actionable steps to address areas for improvement. Set specific goals and timelines for implementing these changes. By incorporating feedback into your financial management and strategic planning practices, you can identify blind spots, capitalize on strengths, and ultimately enhance your skills in these areas.

Surely acting on various possible ways of resolving an issue would atleast enable you what to/not to do. Like it was once said that when you fail a thousand time you atleast know thousand ways of not doing it.

Evaluating the feedback received, considering examples of the situations addressed, checking information between sources makes you outline the problem comprehensively. But the main thing is that this understanding becomes an action plan. Otherwise, the work will not bring benefits to maintaining and adjusting your strategic plan.

Providing your feedback when requested is also important. Providing examples that support situations and processes to be improved, recognizing improvements that depend on the area of those involved, are important points. Try to point out the solution and not just the problem. Don't forget to reinforce what is working. The parties involved in the problem can contribute a lot by suggesting solutions.

En un proceso constructivo es importante definir claramente las expectativas y partir de dicha base. La retroalimentación debe enfocarse en no desviarse del bien comun. Una estrategia se arma para un grupo de personas, no para individuos

In my experience, feedback has have very important to improve my analysis level, because I could understand to much points of view and I had a lot of time to work in my plan/strategy with more focus.

Implementing practical approaches such as peer-to-peer learning sessions, 360-degree feedback systems, feedback training workshops, mentorship programs, feedback reflection journals, and integrating feedback into performance reviews can enhance financial management strategic planning skills. By fostering a culture of continuous learning and improvement, individuals can leverage feedback not only to enhance their own skills but also to contribute to organizational growth and success. Emphasizing clear, specific, and constructive feedback delivery while being respectful, empathetic, and tailoring feedback to the receiver’s needs ensures effective communication and collaboration.

It is daunting to provide feedback that can often be construed as criticism. It is tempting to water down the facts to spare feelings. This will usually cause problems down the line. While partners and colleagues, may not initially agree. If it is presented with facts and respect, it is much easier to move forward.

Compreendo o feedback não é apenas uma ferramenta para identificar erros e acertos. Para mim ele é parte de minha estratégia para impulsionar o engajamento, a articulação e a tomada de decisões mais rápidas. O feedback promove uma cultura de diálogo franco e transparente, onde todos se sentem à vontade para compartilhar ideias e receber sugestões. Isso gera um ambiente mais participativo e motivador. Assim consigo que os membros do time estejam sempre alinhados em relação aos objetivos e desafios. Essa articulação facilita a tomada de decisões mais rápidas e assertivas, evitando atrasos e impasses otimizando o fluxo de trabalho.

One thing I've found helpful is to seek continuous improvement in the people and the technical/calculations portions of the process. After I've utilized different budgeting techniques (like variance analysis, rolling forecast, and ZBB), I would ask users for feedback on how easy it was to complete templates and how flexible it was to cater to their particulars. Hardly two areas of the same company operate similarly. That would provide feedback on the people side of the process. The other part of the process is to examine the accuracy of the figures, inputs used, and assumptions quality. That mix of regularly evaluating feedback I found to provide the best outcomes for financial accuracy, flexibility and accountability.

Don’t stop seeking feedback once you’ve made initial improvements. Make feedback-seeking a regular practice to ensure continuous growth and development in your financial management and strategic planning skills.

Los aportes tienen que poder ser medibles en el tiempo y resultados para avalar su funcionamiento o revaluarse en caso que no.

Feedback will be of no use if there is no initiative to correct the cause indicated. Suggestions and implementation of suggested solutions must be monitored, so that we can adjust and correct them throughout the process, so that there is progress.

The three most important things to consider when wanting to improve your financial management skill set are asking for constructive feedback, reflecting and acting on that feedback and always seeking to continuously improve. The best place to start would be with your boss and/or team leader, and ask them for constructive feedback, and a plan to improve those specific skills. It will give you time to reflect, and decide how to approach any and all feedback and timelines for improvement. And never be afraid to ask how to improve the financial management skill set because it is continually evolving, and one needs to always stay current with them.

I agree, credible and consistent feedback needs to be discussed with the stakeholders providing the feedback and those most impacted by the outcomes of strategic planning objectives to truly understand and interpret it. This could be about the WHAT, so perhaps could be addressed by better communication around the process, timelines or business requirements as these are typically collaborative in nature across the organization. Another example could be the HOW whereby utilizing planning tools and AI / automation can materially improve the accuracy and efficiency of the strategic plans based on data driven insights, clearly defined assumptions, presented in a holistic and consolidated manner for the company.

Simplify. Simplify. Simplify. Find the key drivers and build your model of the lowest levels possible. Average cart size and average number of unique customers per day are two very easy concepts to wrap a corporate strategy around. Focus on how these two kpi’s roll through an organization and you can capture 90%+ of most operating costs. The key to it is to build off the most recent -1 month unique customer and adjust for seasonality for each period forward. Use this basic skeletal structure to build off of and your story begins to write itself.

To improve financial management and strategic planning skills, actively use feedback by incorporating it into a cycle of continuous improvement. Start by setting clear, measurable financial goals and strategies. Implement your plans, then systematically collect feedback from stakeholders, including team members, clients, and financial reports. Analyze this feedback to identify successes and areas for improvement. Use insights gained to refine your strategies, optimize financial management practices, and make informed decisions. Emphasize open communication and encourage constructive feedback to foster a culture of learning and adaptability. This iterative process helps in aligning financial management efforts with strategic objectives.

Build those stakeholder relationships for honest feedback & increased opportunities for business insight. It’s invaluable to enhance your knowledge of the workings of a department(s) to be able to plan strategically & collaboratively.