Zero-Based Budgeting (ZBB)

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Zero-Based Budgeting primarily addresses friction related to operational processes. By requiring justification for every expense, it forces a review of existing processes and workflows, potentially leading to efficiency gains and improved resource allocation.

Zero-Based Budgeting (ZBB) is a method of budgeting in which all expenses must be justified for each new period, as opposed to basing budgets on the previous period's budget. This approach requires managers to justify every expense and aims to allocate funds more efficiently by focusing on essential expenditures. The main benefits of ZBB include increased cost efficiency, enhanced organizational agility, and a greater alignment between company resources and strategic goals.

Steps / Detailed Description

  • Identify and define business goals: Clearly outline what the organization aims to achieve in the upcoming period.
  • Develop decision units: Break down the organization into smaller units and assign managers to each.
  • Determine needs and costs: Managers list all necessary expenses to meet unit goals without reference to prior years.
  • Prioritize expenses: Rank spending needs from most to least critical based on their contribution to overall goals.
  • Allocate resources: Distribute the available budget based on the prioritization of expenses.
  • Review and approve: Senior management reviews, adjusts, and approves budgets to ensure alignment with strategic objectives.
  • Monitor and evaluate: Regularly track spending and performance against the set budget and goals.

Best Practices

  • Start with clear strategic objectives
  • Engage and train managers thoroughly
  • Implement a robust monitoring system

Pros

  • Encourages efficient resource allocation
  • Promotes cost transparency and accountability
  • Facilitates strategic alignment of expenditures

Cons

  • Time-consuming and resource-intensive
  • Can lead to short-term thinking if not managed carefully
  • Potential for internal resistance and conflict

When to Use

  • When overhauling spending practices
  • In periods of financial constraint

When Not to Use

  • In stable environments with little change
  • When quick budget preparation is necessary

Related Frameworks

Scope

Scope not defined

Maturity Level

Maturity level not specified

Time to Implement

2–4 Weeks
3–6 Months
1–2 Weeks
3–6 Months
1–2 Months
3–6 Months
1–2 Weeks
Less Than 1 Day
1–2 Weeks
Longer Than 6 Months
1–2 Weeks
Longer Than 6 Months
1–2 Weeks
3–6 Months
1–2 Weeks
1–2 Weeks
1–2 Weeks
1–2 Weeks
1–2 Days
1–2 Weeks
1–2 Weeks
1–2 Weeks
1–2 Weeks
1–2 Weeks
1–2 Weeks
3–6 Months
1–2 Weeks
1–2 Weeks
1–2 Weeks
3–6 Months
1–2 Weeks
1–2 Weeks
2–4 Weeks
1–2 Weeks
1–2 Days
1–2 Weeks
Longer Than 6 Months
Longer Than 6 Months
3–6 Months
Longer Than 6 Months
Longer Than 6 Months
Longer Than 6 Months
1–2 Weeks
Longer Than 6 Months
3–6 Months
Less Than 1 Day
3–6 Months
1–2 Months
3–6 Months
Longer Than 6 Months
3–6 Months
Less Than 1 Day
1–2 Weeks
3–6 Months
3–6 Months
1–2 Weeks
3–6 Months
1–2 Weeks
1–2 Weeks
1–2 Days
1–2 Weeks
1–2 Months
Longer Than 6 Months
1–2 Weeks
Longer Than 6 Months
1–2 Weeks
3–6 Months
1–2 Weeks
Less Than 1 Day
1–2 Weeks
3–6 Months
1–2 Weeks
3–6 Months
1–2 Weeks
1–2 Weeks
Longer Than 6 Months
Less Than 1 Day
3–6 Months
Longer Than 6 Months
1–2 Months
1–2 Weeks
Longer Than 6 Months
1–2 Weeks
3–6 Months
1–2 Weeks
1–2 Weeks
3–6 Months
Less Than 1 Day
1–2 Weeks
1–2 Weeks
3–6 Months
3–6 Months
Less Than 1 Day
1–2 Weeks
Longer Than 6 Months
1–2 Months
1–2 Weeks
1–2 Weeks
1–2 Weeks
Longer Than 6 Months

Copyright Information

Autor:
Peter A. Pyhrr
1970
Publication:
Unknown