Zero-Based Budgeting Is Not a Wonder Diet for Companies

Harvard Business Review

Zero-based budgeting (ZBB) is elegantly logical: Expenses must be justified for each new budget period based on demonstrable needs and costs, as opposed to the more common method of using last year’s budget as your starting point, then adjusting up or down.

7 No-Fail Ways to Build a Successful Cost Management Strategy

The Kini Group

Frameworks like Zero Base Budgeting can also provide detailed analysis and deep visibility into costs that typically fly under the radar. Many managers don’t like to review their operations and budgets too closely.

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Your Organization Wastes Time. Here’s How to Fix It.

Harvard Business Review

reset the budgets. Reset the Budgets. We recommend zero-based budgeting and planning to make the choices clearer. This also helps get over the dilemma that companies often face when they are making cuts: Should they eliminate the work and then reduce the budgets that allowed these costs, or should they shrink the budgets to squeeze out the unnecessary work? This is why we find a zero-based approach preferable.

All Boards Need a Technology Expert

Harvard Business Review

Using Moore’s Law , zero-based budgeting would call for technology spending to fall each year by about 30%; in most companies spending goes up by at least 5% each year. That number should be zero — and briefings should happen periodically to remain up to date.

Why Can't a CIO Be More Like a CFO?

Harvard Business Review

At the same time, technology budgets are static or contracting, and non-IT execs want more attention to cost-cutting. They fulfill this role by delegating responsibility and establishing control systems such as budgets, directives, audits, and oversight to drive fiscal compliance.