Comunicación es la base de todo. Tienes que encontrar ese punto que une a todos y partir de ahí para explicar: 1- Parte del objetivo general y la importancia de que todos se puedan alinear al presupuesto. 2- Explica el porque se llegó a ese presupuesto. Siempre es util que las partes interesadas tengan un poco de contexto esto facilita la adhesión a decisión tomada. 3. Permite la comunicación en ambas vías, aclara dudas y al final se siempre firme en que el presupuesto debe cumplirse.

To get all stakeholders on board with budget allocation decisions, I follow a three-step approach: First, I demystify the budgeting process by explaining the rationale in simple terms, focusing on key objectives and outcomes. Second, I use data-driven visuals to illustrate why certain budget allocation decisions were made, ensuring transparency and clarity. Third, I encourage open dialogue, inviting questions and feedback to foster understanding, trust, and stakeholder buy-in.

When budgets are tight, your biggest mistake isn’t the numbers, it’s the story you tell. Imagine this: You walk into a meeting, charts in hand, convinced data speaks for itself. It doesn’t. Stakeholders want clarity, not complexity. Here’s the fix: Speak to their goals. Translate every decision into outcomes that matter to them. Replace spreadsheets with visuals. Answer questions before they’re asked. And don’t just present, invite them into the conversation. A budget isn’t a spreadsheet; it’s a shared vision. Tell that story, and watch buy-in transform.

Consensus by all stakeholders is mandatory. In my opinion not only Finance had to deal with it all alone. Communication is the key, make it a 360 degree change. Discuss the constrains with all stakeholder, ask their quantitative and qualitative advice to meet the target. Since you cannot translate everything into numbers. Based on the facts and open conversations you may land to a win win situation. Yet, remember one thing "you are not selling ice-cream, that can make everyone happy". Always keep some margin for a little disagreement. Balanced perspective may not always have unanimous support, but the strategies still yield positive results.

Considerar que el presupuesto es un medio, un instrumento de gestión que tiene dos fines relacionados: 1) lograr un objetivo 2) con recursos limitados. Contar con la colaboración del equipo a la hora de elaborarlos, pidiendo propuestas, sugerencias, incluso lograr que cada persona presente su proyecto con diferentes opciones, facilita que todos lo hagan propio una vez sea aprobado. Al ser un medio, no un fin en sí mismo, a la hora de aplicarlo, ha de hacerse con flexibilidad. No rindamos "culto al presupuesto". Otra solución que facilita mucho la aceptación por parte de los colaboradores es destinar una partida a imprevistos, o en el 4º trimestre, hacer ajustes: que no sea un monolito, sino una herramienta de gestión flexible y eficaz.

To approach budget discussions with diverse stakeholders, I emphasize transparency and engagement. For instance, during a recent department budgeting cycle, we faced tight constraints and had to prioritize digital transformation projects. I began by presenting the rationale using a simple ROI chart that showed expected efficiency gains from automation. Then, I highlighted how reallocating funds from less critical areas (e.g., travel expenses) supported strategic goals. I encouraged feedback through Q&A sessions, addressing concerns like training costs and timeline impacts. By combining clear data with active dialogue, we gained consensus and ensured all stakeholders felt heard and aligned with the decision.

Anos dedicados à finanças e controladoria provaram que uma comunicação objetiva e transparente ajuda muito o processo de pacificação do orçamento. Tal qual acontece com o planejamento, não se pode estabelecer objetivos sem a participação dos envolvidos no processo. Uma construção conjunta, além de mais assertiva e sólida, diminui as resistências naturais e orienta as diversas áreas para objetivos comuns.