Example One

Typically budgets were initially discussed in January, just after the Christmas rush. They were always dependent on year-on-year sales growth and at the time in question, individual businesses were not expected to deliver 'profits', as the way the business was structured was not capable of sustaining that level of information.

So the budget got signed off about May (for the fiscal year staring the April a month before!). Monthly sales budgets were built, usually to a corporate model, as were cost budgets, the biggest of all being salary costs. Half year budgets had to be met and so by the time September's costs were in, you were well into planning your Christmas.

One year, after a review of performance of the organisation as a whole at the half year, a decision was made to radically trim salary budgets for the rest of the year. Out of 20 businesses in my geographical region, 8 were told to cut costs dramatically from November onwards. Because of the way that employment legislation works in the UK, you can't just lay people off. So we had to find a better way to cut costs, just before Christmas (and at that time, the only two months the organisation made any profits to speak of were in November and December!)

It was decided to reduce the hours of every member of my staff (some 125 people) by 9.9% (apart, much to my personal disagreement, from the management team, who would be under 'much greater pressure', so would maintain their hours (and salary)). Although I say it myself, I had a great relationship with my team, and everyone made matters much easier by complying with the 'request' within days (instead of the statutory notice-period, which for some could have been up to 12 weeks). My people were rock solid in how they put themselves forward and I was humbled.

But my Christmas business was badly damaged. The most profitable time of the year was damaged, badly and when the sums were added up, we lost 'profit', as far as I could calculate. The organisation's reputation was in tatters - and for what. Driving to achieve the budget, and more importantly keeping a lid on costs!

Example Two

My second example is the same organisation, bang up-to-date. Like right now, December 2004.

A manager is promoted in July 2004, to a very difficult store to manage - rather beyond his capability really. He inherits a budget cost overspend and is told to recover it by the end of the fiscal year (March 2005). He decides to cut back drastically on anything he can cut his staff costs on. So he 'cancels' Christmas recruitment and plans no extras for the busiest period of the year. Admitted, not the only period they now make a profit on, but still very, very important to their profitability, for the year.

Things go badly wrong:-

• Systems fall apart.
  
• Preparation of merchandise for Christmas is too late.
  
• Staff morale plummets.
  
• People leave.
  
• Absense levels rise.
  
• He becomes depressed.
  
• He
  Conventional Business Change is the Problem, Not the Solution
  Since the beginning of business, various methods for operating and developing the business have been identified and refined. These have evolved into the conventional methods that we use today. We improve management and effect business change by adding new conventional methods on the existing methods in place.We now have a large business change and management improvement industry. There are thousands of books explaining business and management improvement. Management gurus put on all kinds of seminars. Many companies participate, such as vendors with packaged solutio
  gned off about May (for the fiscal year staring the April a month before!). Monthly sales budgets were built, usually to a corporate model, as were cost budgets, the biggest of all being salary costs. Half year budgets had to be met and so by the time September's costs were in, you were well into planning your Christmas.
  
  

  One year, after a review of performance of the organisation as a whole at the half year, a decision was made to radically trim salary budgets for the rest of the year. Out of 20 businesses in my geographical region, 8 were told to cut costs dramatically from November onwards. Because of the way that employment legislation works in the UK, you can't just lay people off. So we had to find a better way to cut costs, just before Christmas (and at that time, the only two months the organisation made any profits to speak of were in November and December!)
  
  

  It was decided to reduce the hours of every member of my staff (some 125 people) by 9.9% (apart, much to my personal disagreement, from the management team, who would be under 'much greater pressure', so would maintain their hours (and salary)). Although I say it myself, I had a great relationship with my team, and everyone made matters much easier by complying with the 'request' within days (instead of the statutory notice-period, which for some could have been up to 12 weeks). My people were rock solid in how they put themselves forward and I was humbled.
  
  But my Christmas business was badly damaged. The most profitable time of the year was damaged, badly and when the sums were added up, we lost 'profit', as far as I could calculate. The organisation's reputation was in tatters - and for what. Driving to achieve the budget, and more importantly keeping a lid on costs!
  
  

  Example Two
  
  

  My second example is the same organisation, bang up-to-date. Like right now, December 2004.
  
  

  A manager is promoted in July 2004, to a very difficult store to manage - rather beyond his capability really. He inherits a budget cost overspend and is told to recover it by the end of the fiscal year (March 2005). He decides to cut back drastically on anything he can cut his staff costs on. So he 'cancels' Christmas recruitment and plans no extras for the busiest period of the year. Admitted, not the only period they now make a profit on, but still very, very important to their profitability, for the year.
  
  Things go badly wrong:-

  • Systems fall apart.
    
  • Preparation of merchandise for Christmas is too late.
    
  • Staff morale plummets.
    
  • People leave.
    
  • Absense levels rise.
    
  • He becomes depressed.
    
  • H
    Stellar Customer Service in 10 Simple Steps
    If you're like me, you've had plenty of experience with BAD customer service. Just think about the last time you had a bad experience with a product or a service.Perhaps the product or service did not live up to the sales pitch. Maybe the company was unresponsive to your calls or emails. Maybe they did not do what they said they were going to do. Or they gave you the run-around when you called to report a problem or ask a question.If you think about it, all of these negative experiences boil down to one thing, a lack of customer service. And a lack of cust
    't just lay people off. So we had to find a better way to cut costs, just before Christmas (and at that time, the only two months the organisation made any profits to speak of were in November and December!)
    
    

    It was decided to reduce the hours of every member of my staff (some 125 people) by 9.9% (apart, much to my personal disagreement, from the management team, who would be under 'much greater pressure', so would maintain their hours (and salary)). Although I say it myself, I had a great relationship with my team, and everyone made matters much easier by complying with the 'request' within days (instead of the statutory notice-period, which for some could have been up to 12 weeks). My people were rock solid in how they put themselves forward and I was humbled.
    
    But my Christmas business was badly damaged. The most profitable time of the year was damaged, badly and when the sums were added up, we lost 'profit', as far as I could calculate. The organisation's reputation was in tatters - and for what. Driving to achieve the budget, and more importantly keeping a lid on costs!
    
    

    Example Two
    
    

    My second example is the same organisation, bang up-to-date. Like right now, December 2004.
    
    

    A manager is promoted in July 2004, to a very difficult store to manage - rather beyond his capability really. He inherits a budget cost overspend and is told to recover it by the end of the fiscal year (March 2005). He decides to cut back drastically on anything he can cut his staff costs on. So he 'cancels' Christmas recruitment and plans no extras for the busiest period of the year. Admitted, not the only period they now make a profit on, but still very, very important to their profitability, for the year.
    
    Things go badly wrong:-

    • Systems fall apart.
      
    • Preparation of merchandise for Christmas is too late.
      
    • Staff morale plummets.
      
    • People leave.
      
    • Absense levels rise.
      
    • He becomes depressed.
      
    • H
      The Seven C's: Partnership Danger Signs - Competitive, Not Complementary Action
      A series of articles exploring the seven critical areas that can indicate a partnership is in trouble.Competitive, Not Complementary ActionJames Carville and Mary Matlin are public relations spokespeople for the Democratic and Republican parties, respectively. They are each articulate, sharp and feisty. Sparks fly when they debate in favor of their parties, so much so that they seem like arch enemies who couldn't possibly exchange a friendly word. I remember the shock reaction I had (how many years ago was it?) hearing that they were getting married. I pictur
      ould have been up to 12 weeks). My people were rock solid in how they put themselves forward and I was humbled.
      
      But my Christmas business was badly damaged. The most profitable time of the year was damaged, badly and when the sums were added up, we lost 'profit', as far as I could calculate. The organisation's reputation was in tatters - and for what. Driving to achieve the budget, and more importantly keeping a lid on costs!
      
      

      Example Two
      
      

      My second example is the same organisation, bang up-to-date. Like right now, December 2004.
      
      

      A manager is promoted in July 2004, to a very difficult store to manage - rather beyond his capability really. He inherits a budget cost overspend and is told to recover it by the end of the fiscal year (March 2005). He decides to cut back drastically on anything he can cut his staff costs on. So he 'cancels' Christmas recruitment and plans no extras for the busiest period of the year. Admitted, not the only period they now make a profit on, but still very, very important to their profitability, for the year.
      
      Things go badly wrong:-

      • Systems fall apart.
        
      • Preparation of merchandise for Christmas is too late.
        
      • Staff morale plummets.
        
      • People leave.
        
      • Absense levels rise.
        
      • He becomes depressed.
        
      • H
        The Three Lies of Career Limitation
        Most people get into a comfortable career situation and it becomes easy for them to maintain the status quo. As time goes on, and they get caught in a tunnel of everyday activity, it becomes increasingly difficult to change. They become blinded to the vast opportunity that the world has to offer. Indeed, they come to believe the Three Lies of Career Limitation:Security Lie: My company may not offer me the opportunity to make terrific money or to control my own destiny, but it is a safe and secure place to work. While my performance is not recog
        his capability really. He inherits a budget cost overspend and is told to recover it by the end of the fiscal year (March 2005). He decides to cut back drastically on anything he can cut his staff costs on. So he 'cancels' Christmas recruitment and plans no extras for the busiest period of the year. Admitted, not the only period they now make a profit on, but still very, very important to their profitability, for the year.
        
        Things go badly wrong:-
        • Systems fall apart.
          
        • Preparation of merchandise for Christmas is too late.
          
        • Staff morale plummets.
          
        • People leave.
          
        • Absense levels rise.
          
        • He becomes depressed.
          
        • He makes some serious lapses of judgement, because of the pressure.
          
        • He is disciplined and demoted.
          
        • Another manager (the fourth in five years) is brought in.
          
        • There is a severe underperformance in sales (est. ?50-100,000 for the period)
          
        • The manager's confidence is ruined, forever.

        All to meet the budget...
        
        He's not a bad guy, in fact he has worked his socks off. With support and guidance he could have made this work and then progress his career. He was given none of these, except told that he had to make the budget. The article goes on to say that rather than performing to a pre-written script, managers are far better when they work towards forecasting more and more accurately on a rolling (and, over time, learning) basis. Performance and results become a lot more honest, realistic and outwardly (i.e. customer) focused, rather than inwardly (i.e. how to avoid or 'cheat' the budgeting system).
        
        Perfect solution?
        
        Maybe. It's just the nagging fear I have that the organisation anonymously mentioned in the article, with the solution above, might be the one I've been talking about in my examples...