This holds true, but only to an extent. We are indeed navigating periods of economic and geopolitical instability, alongside technological advancements that were unimaginable fifty years ago, accompanied by the rapid accumulation of information and methods for its processing.

At this juncture, to avoid potential disasters, our new pilots must swiftly orient themselves in the turbulent environment with limited visibility. They need to grasp which data is essential at the present moment, swiftly filtering the incoming stream of information, utilizing only the necessary instruments without being distracted by secondary tasks and data. Additionally, they must analyze the situation, pinpoint its primary threat, and ascertain which tasks should be genuinely prioritized.

In this evolving world, planning, forecasting, budgeting, and laying the groundwork for the future remain imperative. Without a systematic approach, filtering information overload, determining priorities, setting objectives, and fostering motivation within the team is impossible to achieve. A rational, systematic approach to forecasting and planning is crucial for building and developing a business, as well as navigating the challenges of growth. That is precisely the financial leader’s mission.

Here, we embrace the concept of future planning, organizing team motivation around a healthy desire for accomplishments and self-improvement, innovating, and overcoming external and internal constraints.

This concept of self-motivation, organizational goal setting, flexible planning and budgeting is precisely what interests me, and I’m eager to share it with you. In the forthcoming chapters, we will explore fundamental principles, techniques, and mechanisms for preparing oneself, the organization, and its processes, alongside key stakeholders, for adaptable goal setting, planning, and budgeting.

Prior to any action, there lies the determination and establishment of goals, the selection of paths, and methods for achieving these aims. To effectively plan outcomes, establish goals for employees, and choose motivating tools for organizational leaders, it’s imperative to identify individual responses to questions like, «How do we establish and achieve goals?» and «What motivates us?».

For effective responses, it’s crucial to initially pinpoint deep-seated goals and motivators: what holds significance for the organization; why the company exists, what issues it addresses for customers; why employees come to work, what they aspire to (aside from financial rewards); what stakeholder groups exist within the company and how their goals intersect. Ultimately, the goal is to seamlessly integrate all motivators and goals into a unified goal tree for the organization.

In the era of rapid technological advancement and the creative economy, a company’s primary competitive advantage is its well-motivated, efficient, and loyal employees. In this context, «appropriate» motivation entails fostering an environment in the company that fosters creativity, self-expression, continuous self-development of employees and, consequently, the organization’s advancement. Such an environment is unattainable within the strict hierarchical corporate structure of large 20th-century companies.

Many leaders hold the belief that streamlining decision-making processes, eliminating intermediate management layers, incorporating elements of discussion into decision-making, abandoning strict dress codes, and transitioning to flexible working hours all dampen employee morale, undermine discipline in the team, and ultimately lead to reduced manageability, anarchy, and the organization’s downfall. In reality, these traditionalists primarily fear losing authority and diminishing their own significance within the company, and perhaps even losing their jobs.