Financial Planning, Budgeting, and Forecasting: Financial Intelligence Collection (7 Books)

Chapter Ten

The Vision of a Management Model Fit for the Twenty-First Century

Change only happens when “creative tension” is created. Creative tension comes from seeing clearly where we want to be, our “vision,” and telling the truth about where we are now, our “current reality.”¹

—PETER SENGE

We began this book by making three main criticisms of the traditional management model. First, its core budgeting process was too protracted and expensive and added insufficient value to its users. Second, it was out of tune with the competitive environment of the information economy. And third, it encouraged dysfunctional and unethical behavior. The problem wasn’t just one of inadequate processes, but also one of inappropriate culture.

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