Continuing with the topic of the budget, we reach the stage where it is necessary to prepare the outline for its structure:
1.- Strategic Plan: to carry out this plan the team in charge of preparing the budget should be planted the following questions: Where are we today? Where do we want to go? What should we do in this period of time?
2.- Define objectives and operational goals in the short term, according to strategic priorities.
How much resources do I need?
3.- Description of the optimal real and financial resources for the achievement of the objectives and operational goals: everything is based on the availability of resources, to determine how much you want and should arrive, so:
How do I pay for it?
4.- Valuation of ordinary financial resources.
5.- Valuation of resources for indebtedness.
6.- Valuation of extraordinary resources other than indebtedness.
In the aforementioned scheme, it is observed how the strategic plan, the operational plan and the financial plan are linked, it is important to point out that the possible failure in any of the items listed will negatively affect the management of the organization, either in the short or long term . That is to say; an inadequate translation of the mission, vision, critical factors of the company, will result in strategic objectives not according to the nature or raison d'être of the company. Therefore, all actions applied at the intermediate and operational levels will not have any significant impact over time. Notwithstanding the inadequate programming of economic resources for the operational financing of the goals, it will result, in the short term, in multiple administrative bottlenecks, which will result in non-compliance with the operational goals in large proportion, directly causing a delay in the achievement of the institutional trajectory fixed over time.
For the above, it is necessary to comment that the planning process in a company is one of the most important management processes for the company to operate more efficiently. Since the planning process is linked to the way we want to define the future, identifying certain limitations and trying to minimize uncertainty, as well as optimizing the strengths and a more adequate definition of the opportunities, establishing the strategic objectives that allow, from then guide the desired institutional trajectory, towards the company we want in the future.
At present, many academics and organizations comment on the impossibility of achieving optimal results, without there being an adequate integration or linkage between the company's plan and its financial tool, which of course is the budget. Now how to achieve this link at the operational level. Well, we will leave this point under a scheme that allows us to have a generalized idea of what was proposed, but it will be in the structure of the fourth post of this topic.
