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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