Here's how you can tackle resistance to change in budgeting and forecasting initiatives.

It requires a multi-faceted approach. It's crucial to clearly communicate the rationale behind the changes, highlighting the potential benefits and addressing concerns transparently. Involving stakeholders early in the process and seeking their input can foster a sense of ownership and buy-in. Additionally, providing comprehensive training and support can alleviate fears and equip employees with the necessary skills to navigate the new processes effectively. Lastly, identifying and empowering change champions within the organization can help evangelize the initiative and serve as role models, gradually building momentum and acceptance.

Acknowledging and answering concerns professionally solves a bigger part of the issue. We as finance must listen feedback from all stakeholders and explain all building blocks of budgeting and forecasting initiatives. Once a year, conducting finance for non finance executive training session is also helpful in bridging the gap in terms of understanding.

Concerns are great insightful play, it readies for embracing any untoward or ungoreseen scenarios. It also bridges the two-way relationship in between us colleagues too, allowing differing giewpoints some airspace. Foresighting is a hunch, none of us did predict an outbreak, did we? But that one colleague of us couldve. An apt space (safespace) for sharing innermost concerns is also crucial, perhaps one at an anonyminity level is to be made availbale.

Lo que uno más tiene miedo es al cambio que va desde un proceso, trabajo, ciudad. Si es un proceso, una traba recurrente en los colaboradores, es la respuesta "siempre lo hemos hecho así " y nos ha dado "buenos" resultados. Tenemos q "vender" correctamente al equipo que los cambios planteados son beneficiosos para la organización y para cada uno de los colaboradores.

By approaching the introduction of new budgeting and forecasting initiatives with empathy, transparency, and active involvement of your team, you can create a positive and supportive environment that facilitates smoother transitions and greater acceptance of change. Acknowledge their concerns by listening attentively and providing reassurance. Be transparent in your communication to the reason(s) behind the new initiatives. Involve team members in the planning and implementation process, providing support throughout the transition period. And dont forget to celebrate the small wins and milestones achieved during the transition to keep morale high.

Communication and feedback good or bad is better than none in most cases. I would rather be told that I’m doing something wrong with a financial task sooner rather than later so that I can adapt and course correct. Too often in my earlier career did I correct mistakes as didn’t want to embarrass direct reports or demotivate them but without that communication how will they learn and develop.

As said before, communication is key. Not only on why and how, but also what the final results are expected to be, after the changes have been made. Changes are easier to accept once you know the expected outcome, and especially more so when this outcome is more favorable than the current structure. Sacrifices are needed for the greater good, but they are useless if they are not understood, or what the greater good actually is.

Transparency is the key to success when it comes to the changes and their relevant challenges, benefits, and opportunities. Sometimes the biggest opponents become the strongest supporters when you explain the process in detail, and show them the opportunities they have, rather than the threats they were fearing about. And it is not always that you were right. Possibly you will agree to the concerns they have and changes accordingly.

Work towards having a succession plan always. Training and mentoring is good, holding on to information & processes will make yourself a single point of failure which might do good for your ego in the short term but will hurt the business in the long term.

First, explain the objective of providing the training and outlining key takeaways. Create a supportive and interactive environment, using a mix of presentations, discussions, and hands-on exercises to engage the team. Use relatable examples and scenarios to illustrate complex concepts, and provide opportunities for questions and feedback. Encourage active participation, offer constructive guidance, and provide resources for further learning. Remember, you are not testing their knowledge but telling them what they do not know. Be respectful while answering the questions and do not humiliate anyone. Finally, evaluate progress and adjust the training as needed to ensure learners are equipped with the knowledge and skills to succeed.

Training, workshops and documents are all good. However, I find that implementing the changes gradually, after a round of explanations, works best. Learning by doing, and steadily adapting to the changes. Most changes fail because they are left on paper, but not actually implemented. Active participation, gradual and incremental changes and a clear goal are key to actually achieve the change.

A strategic, yet practical approach to implement a training program is necessary to provide guidance and direction on the use of the new budgeting and forecasting processes. Once staff understand the need, transaction flow and expected outcomes, the repetition of use becomes easier and more free-flowing, creating overall acceptance to the new processes.

Feedback is key. One could think that the process is perfect, and design around the fact that everyone knows what they do, how, when, and that they actually do it. But what if something fails, or is out of scope, or any other situation that might upset the carefully laid out path? Feedback allows for changes, adaptability, and expedient solutions, rather than redoing everything over again. Also, some members of the team, particularly the more experienced ones, could have insight that helps the overall process or budget.

I have already explained in the earlier topic that creating such an environment supports feedback rather them a one-way communication which is counterproductive. We are dealing with people and the key to success would be their cooperation and understanding. Effective feedback process or even constructive criticism should be encouraged. Sometimes a fear of adverse responses prevents the questions. But then people talk about this in their smaller teams which often results in delays and bad-quality products.

Structured feedback should be incorporated as part of the holistic training program to ensure all key components are identified and addressed. This can be done via online surveys, portals, and other communication methods.

La fixation des objectifs pour les employés dois se faire d’une manière très approfondie Car il suffit de fixer à un employé des objectifs au delà de ces capacités vous allez le bloquer au lieu de le motiver. On dois commencer de général pour passer au particulier est à dire les objectifs on doit les fixer pour la société et afin de les atteindre on doit donner les objectifs de chaque département et par la suite les objectifs de chaque employé Cette méthode nous rassure qu’on pourra fixer des objectifs réalistes qui motivera les employés à les atteindre car il sera conscient que l’attente de l’objectif de le societe commence d’abord par son atteinte à ces objectifs.

As the African proverb the best way to eat an elephant standing in your path is to cut it and eat piece by piece. That means the best is to do something one step at a time, to do something in steps rather than all at once. Just like every project, we have to distribute the budget and the relevant targets to smaller actions, assign the resources and the timeline, and then monitor the progress. During the course of the project completion, review and actions if required so and fine-tune the actions as per the situation.

Setting SMART goals is the foundation of budgeting and forecasting. Traditional approach of basing only.on historical performance isn't optimum. It's important to take into account both internal and external factors and indicators like socio economic factors, demand-supy trend etc.

This one is pretty obvious. Without a goal, a clear, communicated, attainable and understood goal, the process, the change, or the implementation will eventually fail. The best kind of objective is the SMART kind: Specific, Measurable, Attainable, Realistic and Timely.

This stuck with me before: Leading by example is about the integrity of your character, not your role. Always do right. This will gratify some people and astonish the rest.