Strategy And Budgeting Alignment

This paper seeks to gain an understanding of some of the processes of control that operate within organizations, especially those involved in parent-subsidiary relationship. It provides information about how a Telecommunications company is complementing and interacting budgeting and nonfinancial performance measures, aligning budgeting with strategy in a highly customer-driven environment. It is based on a case study using the framework of Ferreira and Otley (2009) to gain a comprehensive view of Performance Management Systems (PMS) and identify strengths and weaknesses of the systems in place.