The budgeting process is a central aspect of corporate governance in many organizations. In an era of rapid technological development and shifting market conditions, traditional budgeting methods may become inadequate. Organizations may need to adapt their processes to manage uncertainty and change. Based on this background, the study examined how various organizations manage uncertainties in their performance budgets and budget processes.

Organizations may need to address a range of uncertainties, and it is important to understand how different organizations adapt their budgets and processes to handle these challenges. The study has used a qualitative research strategy with a cross-sectional design to investigate how different organizations manage uncertainties in their budget processes. Interviews were conducted with nine respondents from seven different organizations. The respondents were selected based on their professional positions, and the interviews focused on their various experiences and perspectives on how uncertainties are managed in their respective budgeting process. The selection of organizations included both governmental, municipal, and private entities, providing diverse representation.

Thematic analysis was used to analyze the empirical data, and the conclusion indicates that organizations handle uncertainties in their budgeting processes in different ways depending on their size and surrounding environment. Larger organizations often have a more structured and long-term budgeting process, while smaller organizations tend to be more flexible and short-term in their budgeting. Flexibility, prior experience, and communication within the organizations emerge as key factors for managing uncertainty. The study confirms that traditional annual budgets are still used, but they are often supplemented with rolling budgets, forecasts, and other tools to improve planning accuracy and adapt to uncertainty.