Phần này không phải là một danh sách các lời bào chữa cho các chiến lược tài chính cho thất bại, tuy nhiên, trong phần này, nhà chiến lược tài chính có thể thiết lập những kỳ vọng thực tế cho tất cả có liên quan. Yếu tố nguy cơ đáng chú ý cho nội thất Downey bao gồm sự cần thiết phải thực hiện các tổ chức để xây dựng hệ thống thông tin và bảo trì dài hạn | PUTTING THE DOCUMENT TO USE 231 strategy if the worst-case scenario were encountered This section is critical for those who may be skeptical of the relevance of the finance strategy and its ability to be implemented. Skeptics may lie in wait for a bump in the road that may derail the overall effort or call it into question. Defining these bumps in the document will put all members of the organization on notice that certain events or issues may be encountered that could change the landscape of the overall effort. This section is not a list of excuses for the finance strategy to fall short however in this section the finance strategist can establish realistic expectations for all involved. Risk factors of note for Downey Interiors include the need to commit the organization to long-term information system construction and maintenance. The need to develop solid GAAP accounting methodologies for the company is also mentioned. These particular items communicate two considerations that could dampen the effectiveness of the finance strategy or impede its development altogether. PUTTING THE DOCUMENT TO USE The organization must ensure that after the document is written the finance strategy is implemented. Doing this means mobilizing available resources and procuring those that are not readily available. The objective now shifts from conceptualizing and designing to action and follow-through. The finance strategist must contend with barriers to completion and internal and external events that may hinder accomplishing key tasks and initiatives. Three issues will require attention 1. Administering the strategy. Often the organization defines a limited role for the finance strategist. If the organization has hired a consultant or a contract employee to conceptualize and design the strategy it may not be in a position to retain that person as the overall administrator of the strategy. This may be the case for small and emerging businesses due to budgetary constraints or it may
