The social organization of financial processes in (like participation, scope of action, possibilities) promotes connection with the overall aims of the organization and is a basis for entrepreneurial thinking and acting.

The financial figures serve the core process of the organization. In a social enterprise this is the immediate work "on and with the customer", for example with elderly or disabled people. For a manufacturing, commercial enterprise this is the immediate manufacturing process.

The so-called secondary processes support the core process. These are e.g. the administration or the facility services. These processes do not produce a direct added value. Financial transparency will help the two processes and thus ultimately the result.

A pure control of processes using the financial figures should be the exception, because, social processes and financial processes are not separate.


Resulting questions:

How do I design the financial processes in such a way that they will support the work processes? How do I find the balance between work and financial processes?

Finances always follow the reality. Social processes are present and is helping  when the financial process point out the need for action.

On the one hand I consume the work process, on the other hand goods / services are created. See the flipchart.

The financial process helps me on thinking about planning, reporting and distributing financial flows. Questions that arise:

When planning: what is important to me?

When reporting: where do we stand?

When distributing: Who is important to me?

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