When you were small, your approach to business was simple:<\/p>\n
\u00a0<\/p>\n
Then you grew up, founded your own communications agency, consulting firm or DSC, and you find yourself selling intelligence and time spent.<\/p>\n
In short, immaterial to be valued, quantified and monitored. We are far from mandarins\u2026<\/p>\n
In all service companies, time spent is money. And planning is a major challenge.<\/strong><\/p>\n This time spent is measured by the employees’ allocations. The latter are generally not fan-fans and regularly forget to do it on time. Not because they have ‘time’ to hide, but because it’s clearly not their priority. No matter how much you beg, grumble, threaten, reward, nothing can be done, they stick with it for 2 weeks and soon realise they are still missing.<\/p>\n But how can we think differently about the allocation of staff, so that everyone can see eye-to-eye?<\/strong><\/p>\n Accounting allocation is much more than just a line in your company\u2019s books; it is a precise reflection of your financial operations. Redefining accounting allocation allows you to optimize the management of your finances by clarifying each transaction. This involves understanding its nature and recording each operation with accuracy and consistency.<\/p>\nRedefining Accounting Allocation: Why and How?<\/h2>\n
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