The document discusses strategic planning and budgeting processes for media organizations. It proposes aligning the strategy, planning, and budgeting functions through several mechanisms: 1) Decomposing the strategy into themes and assigning accountability. 2) Developing initiatives and targets linked to the strategic themes. 3) Aligning functional plans and budgets to support the strategic themes and initiatives. 4) Using driver-based models and rolling forecasts to integrate operations and finances. 5) Continuously reviewing performance and adjusting investments. This would help ensure resources are committed to the strategy and accountability is clearly established.

1. Strategic Planning and Budgeting For Media V.Moulakakis

3. The gap

5. Two important issues need to be taken into account when designing a strategically aligned media organization planning and budgeting process a) Strategy Planning –generally deals with the two to five year window, focused on long term direction and programs b) Operational Planning & Budgeting –focused on the one to two year horizon

6. Develop convergence & Digitalization services Proposed Strategic Theme Antenna’s Operational efficiency whilst Digitalization PROFIT MAXIMIZE SHAREHOLDER VALUE Cost consolidation & containment ABC Grow revenue Attract viewers, users, readers Power our relationships and Optimize risk mgmt with advertisers Partner strategy optimization Develop Six sigma for Technical Quality Optimize Back office Processes e.g. purchasing IT alignment and convergence HR alignment and strategic focus training Organizational change towards full digitalization Learning Internal Customer Financial

7. The perspective strategic planning and budgeting mechanism in more detail for a Media group

8. A perspective Media group mechanisms to align strategy and budget

10. Investments appraisal

11. Rolling forecast as a prime budgeting practice for Media Organizations

12. Driver based models for Budgeting derived from Strategy

13. Our performance GAP and how Performance management handles our Performance ???? The airline service paradigm

14. My Media View Strategic themes should be the basis for planning and execution of strategy. They provide a convenient framework for cross-business integration. Targets should reflect the cause-effect nature of strategy, rather than focusing on single factors Initiatives should be bundled by theme, prioritized, funded and managed as a portfolio prior to the beginning of the budgeting process Accountability should be assigned by strategic theme at the executive level of the organization Each function should identify a portfolio of strategic initiatives, derived from the themes of the integrated strategic plan, as the input to their functional plans. Strategic investments should be grouped as a common budget category / account, (similar to G&A, R&D, etc.) so they can be managed appropriately . Driver based models, built on a deep understanding of the activities and core processes supporting the economic business model, are essential for successful rolling forecasts as they provide the bridge between operational activities and financial outcomes Operational investments should be prioritized and funded using a multi-criteria approach. Investment management should then be integrated in to the rolling forecast to dynamically re-evaluate and re-allocate resources. Rolling forecast, based on driver models, support dynamic, continuous planning in everything from strategy refreshes and target setting to the development of the annual plan.