There is nothing complex in [the budgeting] process. It is logical, makes sense and should be straightforward. But personal experience and various surveys show that this isn’t the case. In the Harvard Business Review article ‘Turning great strategy into great performance’, only 50 - 60% of the potential within a strategic plan is ever realised with the top reasons for failure being inadequate resources, poor communication, and actions required to execute not being clearly defined. It goes on to say that the cause of this failure is laid squarely on breakdowns in the planning and execution process.
So what’s going wrong and what can be done to put it right?