Book description
Table of contents
- Title Page
- Dedication
- Copyright Page
- Table of Contents
- Foreword
- Acknowledgments
- Introduction: Toward a New General Management Model
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Part I - The Promise of Beyond Budgeting
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Chapter One - The Annual Performance Trap
- Budgeting Is Cumbersome and Too Expensive
- Budgeting Is Out of Kilter with the Competitive Environment and No Longer Meets the Needs of Either Executives or Operating Managers
- The Extent of “Gaming the Numbers” Has Risen to Unacceptable Levels
- Toward a Vision of a New Management Model
- Chapter Summary
-
Chapter Two - Breaking Free
- The Adaptive Process Opportunity: Enabling Managers to Focus on Continuous Value Creation
- The Radical Decentralization Opportunity: Enabling Leaders to Create a High Performance Organization
- Scaling the Twin Peaks of Beyond Budgeting
- Beyond Budgeting Provides Benefits for Shareholders
- Chapter Summary
-
Chapter One - The Annual Performance Trap
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Part II - The Adaptive Process Opportunity: Enabling Managers to Focus on Continuous Value Creation
- Chapter Three - How Three Organizations Introduced Adaptive Processes
- Chapter Four - Principles of Adaptive Processes
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Chapter Five - Insights into Implementation
- Defining the Case for Change and an Outline Vision: It’s an Essential First Step
- Convincing the Board: Be Prepared
- Getting Started: It’s Easier Than You Think
- Designing the Model and Implementing New Processes: It’s Coherence That Matters
- Training and Educating People: It’s Never Enough
- Rethinking the Role of Finance: It’s an Opportunity to Add Value
- Changing Behavior: It’s Driven by New Processes, Not by Management Decree
- Evaluating the Benefits: There Are Plenty of Quick Wins
- Consolidating the Gains: It’s about Winning Hearts and Minds at the Top
- Chapter Summary
-
Part III - The Radical Decentralization Opportunity: Enabling Leaders to Create a High Performance Organization
- Chapter Six - How Three Organizations Removed the Barriers to Change
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Chapter Seven - Principles of Radical Decentralization
- Principle 1: Provide a Governance Framework Based on Clear Principles and Boundaries
- Principle 2: Create a High-Performance Climate Based on Relative Success
- Principle 3: Give People Freedom to Make Local - Decisions that are Consistent with Governance Principles and the Organization’s Goals
- Principle 4: Place the Responsibility for Value Creating Decisions on Front-Line Teams
- Principle 5: Make People Accountable for Customer Outcomes
- Principle 6: Support Open and Ethical Information Systems - That Provide “One Truth” throughout the Organization
- Chapter Summary
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Chapter Eight - Insights into Changing Centralized Mind-Sets
- Selling the Benefits: How the Soft Numbers Become Hard
- Changing Processes Precedes the Devolution of Responsibility: The Order Is Crucial
- Devolving Responsibility: It Cannot Be “Given,” Only “Taken”
- Overcoming the Resistors: The Forces of Centralization Are Never Far Away
- Letting Go: It’s the Ultimate Challenge
- Changing Recognition and Rewards: It’s the Seminal Moment
- Maintaining the Momentum: It’s a Never-Ending Process
- Chapter Summary
- Part IV - Realizing the Full Promise of Beyond Budgeting
- Glossary
- Notes
- Index
- About the Authors
Product information
- Title: Beyond Budgeting
- Author(s):
- Release date: February 2003
- Publisher(s): Harvard Business Review Press
- ISBN: 9781422163252
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