from other managers, a ‘‘down and dirty’’ analysis can be derived from the CFO’s
knowledge alone.
Because the BIA examines a great deal of financial da ta, the planner would
normally maintain a close relationship with the CFO. The results of the analysis must be
acceptable to management—everyone must believe that the analysis represents the true
impact to the organization. The CFO should provide good insight into how the data in the
final report sho uld be represented.
The CFO can convince the CEO and other senior managers of the need to commit
themselves to the project and of the value of a top-down approach—don’t give senior
managers an opportunity to delegate this task downward within the organization.
Beginning the analysis at this level will