Beyond Budgeting books
The Leader's Dilemma: How to build an empowered and adaptive
organization without losing control
Many leaders realize that in today's economy it will no longer be the
smart, highly paid people in the corporate centre that drives success.
This book is about rethinking how we manage organizations in a
post-industrial world, the so-called creativity age where innovative
management models represent the only remaining source of sustainbale
competitive advantage.
Drawing on their work in the 'Beyond Budgeting' movement over the past
twelve years, including many interviews and case studies, BBRT Directors
Jeremy Hope, Peter Bunce
and Franz Röösli set out in this book an
executive guide to building a more empowered and adaptive organization
based on the 12 Beyond Budgeting principles.
Reviews
“Every executive will have already had to face the well-known dilemma
between trust and
control. Based on the principles described, the authors succeed in finding
a way out of this
dilemma. Supported by concrete practical examples, these twelve principles
add up to an
integral management model which encompasses employee engagement,
efficiency and
innovation intelligently.”
Philippe Hertig, Managing Partner, Egon Zehnder International
(Switzerland)
“As Albert Einstein once accurately stated, problems can never be
solved using the same
approach as that out of which they came. The management approach in The
Leader’s
Dilemma is not subject to this unconscious, but very frequent mistake. It
shows an entirely new approach on leadership and management, which regards
organizations as living systems.”
Erich Harsch, CEO, dm drogerie-markt
“Executives are increasingly recognizing that the traditional model by
which they manage their organizations is obsolete and counter-productive.
In The Leader’s Dilemma, Hope, Bunce and Röösli radically re-define the
core principles of management – including accountability, goals, rewards,
planning and coordination – to bring management into the 21st century.”
Dr Jules Goddard, Research Fellow, MLab, London Business School
“In a dozen clear principles, The Leader’s Dilemma codifies a rethink
of the conventional
management model. The book’s approach should be studied by any company
aiming to
survive and thrive in a transforming business landscape.”
Vineet Nayar, CEO of HCL Technologies and author of Employees First,
Customers Second
“The Leader's Dilemma tackles one of the core questions of 21st century
management:
How can leaders build an empowered and adaptive organization without
losing control?
Building on examples of companies around the world, Hope, Bunce and Röösli
show that
this is not a question of re-engineering the organization one last time;
it is a question of
enduring values and open trust.”
Felix Oberholzer-Gee, Andreas Andresen Professor of Business
Administration, Harvard Business School
“Traditional ‘command and control’ management has shown its
vulnerabilities in a rapidly
changing and dynamic world.By using case examples and specific
recommendations,
described in twelve principles, the authors show you how to release the
untapped potential
that exists in every organization. In 2008 SpareBank 1 Gruppen started to
build a new
management model based on the twelve principles, and I am confident that
this will help
to give our company a competitive advantage in the coming years.”
Kirsten Idebøen, CEO SpareBank 1 Gruppen
More information and sample chapters at
book web site
For more information about the book, the authors and to download sample
chapters to to the book web site at
www.leaders-dilemma.com.
How to order a copy
Hope, J.D., Bunce, P.G., Röösli, F. (2011) The Leader's Dilemma:
How to build and empowered and adaptive organization without losing
control. London, Jossey Bass
www.wiley.com
Beyond Budgeting: How managers can break free from the annual performance trap
Written by BBRT co-founders Jeremy Hope and
Robin Fraser and published in 2003 by Harvard Business School Press, this book sets out the case for an alternative, coherent management model that enable organizations to manage performance through processes tailored to today’s volatile market place. The authors explain the guiding principles that have been distilled from the study of real, leading-edge companies.
This book is also published in German and Spanish
Reviews:
"Beyond Budgeting distils the new management model for the Information Age. This is a book for leaders with the courage and insight to sweep away an enervating management dogma and release the latent wealth in their organizations."- Gregor Pillen, EMEA Head of Financial Management Solutions, IBM Business Consulting Services
"Hope and Fraser blast away the 'old' budget approach in Beyond Budgeting. Their thorough analysis and synthesis of many successful business cases writes the blueprint for competitive success in the current turbulent hyper-competitive economic environment." - Michel J. Lebas, Professor of Management Accounting, H.E.C. School of Management, France
Hope and Fraser brilliantly expose what lies at the heart of most failed attempts to foster corporate agility and innovation-the 'fixed performance contract' and the low trust mindset in which it is set. Beyond Budgeting is a true paradigm shift! - Steve Morlidge, Unilever
"Beyond Budgeting has inspired UBS not only to shift its focus away from traditional, detailed budgets but also to take the next steps and implement plans with adequate levels of detail; and further redirect its focus toward trend analysis, scenario planning, and rolling forecasts." - Peter Thurneysen, UBS AG, Head Group Controlling & Accounting
Most of the solutions generally proposed for management problems involve putting something new into the organization. In this regard, beyond budgeting is very different. Perhaps uniquely, it proposes taking something powerful out to make room for something new and even more powerful. We have all the tools and techniques we need. What we lack is the right overall context for them to work effectively. This book provides a vision for that context. - Charles T. Horngren, Littlefield Professor of Accounting, Emeritus, Stanford University
How to order a copy:
Hope, J.D., and Fraser, J.R.T. (2003) Beyond Budgeting: How Managers Can Break Free from the Annual Performance Trap, Boston: Harvard Business School Press, ISBN 1-57851-866-0
Go to Amazon.com, Amazon.ca, Amazon.co.uk, Amazon.de or Amazon.fr or contact your local book seller
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Reinventing the CFO: How financial managers can transform their roles and add greater value
Written by BBRT co-founder Jeremy Hope and published by Harvard Business School Press in 2006, this book is based on interviews with CFOs in leading organizations. Hope contends that it’s time to liberate CFOs from their number-crunching responsibilities, so that they can lead managers across their organizations to increase performance.
Reviews:
"Today's CFO must be a change agent and catalyst for driving business growth. This book helps define that vision with numerous best practices." - Jim Parke, CFO, GE Capital
"This book redefines the role of finance in the modern organization. Full of practical lessons, Reinventing the CFO will be beneficial for every CFO and finance manager." - Gary Crittenden, CFO, American Express
"Reinventing the CFO captures important developments in the changing role of the CFO. This is essential reading for individuals taking on the senior finance role." - Ken Lever, CFO, Tomkins Group
"Reinventing the CFO shows how finance can really make a difference to long-term performance by liberating people from the tyranny of targets and top-down controls. Every CFO should read it." - Lennart Francke, CFO, Svenska Handelsbanken
"A wake-up call for CFOs and their colleagues. Reinventing the CFO should be compulsory reading for finance executives and for the software industry as well." -Tom Manley, CFO, Cognos
"This lively book briskly supplies numerous practical examples and useful insights for how managers can work together to improve performance management." - Charles Horngren, Littlefield Professor of Accounting, Emeritus, Stanford University
How to order a copy:
Hope, J.D. (2006) Reinventing the CFO: How financial managers can transform their roles and add greater value, Boston: Harvard Business School Press, ISBN 1-59139-945-9
Go to Amazon.com, Amazon.ca, Amazon.co.uk, Amazon.de or Amazon.fr or contact your local book seller
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Implementing Beyond Budgeting: Unlocking the Performance Potential
Written by Bjarte Bogsnes, Project Manager Beyond Budgeting at Statoil and BBRT Chairman, This book describes the serious and systemic problems with traditional management practices, and provides concrete alternatives and practical guidance on how to implement the beyond budgeting methodology, drawing on actual cases in which the author has implemented beyond budgeting in large, global companies. It describes the need for an integrated performance management process across Strategy, Finance and Human
Resources, and presents the many benefits that can be realized by embarking on a beyond budgeting journey.
Reviews
"A leading practitioner in the Beyond Budgeting movement." – Robert S. Kaplan and David P. Norton, from their latest book, The Execution Premium
"This is an excellent book for those who want to grapple with the difficult task of radically changing conventional ways of running a company to more effective ways of doing it and ways more in accordance with human nature." – Jan Wallander, Honorary Chairman of Handelsbanken
"At last, Bjarte Bogsnes has made his experience and enthusiasm for Beyond Budgeting available to a wider audience with this remarkable book. I have appreciated his engagement in these important management issues for many years, and his knowledge and leadership have been critical in the transformation of our organization." – Eldar Sætre, CFO, Statoil
"Bjarte Bogsnes is the only person we know who has implemented Beyond Budgeting twice! So he is in a unique position to explain how to do it right. In this very readable account of his Beyond Budgeting journey, he captures the true essence of Beyond Budgeting—how to release the ambition and energy of people across the organization who were previously prisoners of the budgeting process." – Jeremy Hope, co-founder of the Beyond Budgeting Round Table and co-author of Beyond Budgeting
"In today's complex world, it is of strategic importance to focus on both professional and individual needs. To achieve this, you need independent and proactive employees, but a hierarchical framework is of little use when developing these qualities. Bjarte Bogsnes′s book is a valuable contribution to finding a management approach that is both more professional and people–oriented." – Erich Harsch, CEO, dm–drogerie markt
"Budgets are ingrained in corporate culture despite the tremendous lack of value they customarily provide. Bjarte takes a pragmatic approach in his discussion suggesting efforts to move past budgeting. He balances analytical views with much needed, but often ignored, discussion on leadership and organizational behavior and offers useful case studies to illustrate his recommendations in tangible ways." – Anand Sanwal, Managing Director, Brilliont, and coauthor of Optimizing Corporate Portfolio Management: Aligning Investment Proposals with Organizational Strategy
How to order a copy:
Bogsnes, B (2008) Implementing Beyond Budgeting: Unlocking the performance potential. London: John Wiley & Sons. ISBN-10: 0470405163 ISBN-13: 978-0470405161
Go to Amazon.com, Amazon.ca, Amazon.co.uk, Amazon.de or Amazon.fr or contact your local book seller
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Future Ready: How to master business forecasting
The recent crisis in the financial markets has exposed serious flaws in management methods. The failure to anticipate and deal with the consequences of the unfolding collapse has starkly illustrated what many leaders and managers in business have known for years; in most organizations, the process of forecasting is badly broken. For that reason, forecasting business performance tops the list of concerns for CFO’s across the globe.
This book sets a set of simple strategies that any organization can use to master the process of forecasting. The key message of this book is that while no mortal can predict the future, you can take the steps to be ready for it. ’Good enough’ forecasts, wise preparation and the capability to take timely action, will help your organization to create its own future. Conventional budgeting does not give managers the visibility they need to steer businesses in an increasingly turbulent world, indeed the budgeting mindset is one of the things that undermines good forecasting.
Written in an engaging and thought provoking style, ‘Future Ready’ leads the reader to answers to questions such as:
- What makes a good forecast?
- What period should a forecast cover?
- How frequently should it be updated?
- What information should it contain?
- What is the best way to produce a forecast?
- How can you avoid gaming and other forms of data manipulation?
- How should a forecast be used?
- How do you ensure that your forecast is reliable?
- How accurate does it need to be?
- How should you deal with risk and uncertainty
- What is the best way to organize a forecast process?
- Do you need multiple forecasts?
- What changes should be made to other performance management processes to facilitate good forecasting?
‘Future Ready’ is a guide and a source of insight and inspiration for practicing managers who recognize that their forecast processes are broken and need fixing.
For our community it is an implementation guide for those who have decided to start their Beyond Budgeting journey here. For potential implementers having to deal with skeptical managers or those who are fearful of letting go, Future Ready helps chart a ‘safe’ course to a world without budgets.
View a sample chapter
Reviews
‘Will make a difference to the way you think about forecasting going forward’ Howard Green, Group Controller Unilever PLC
‘Great analogies and stories are combined with rock solid theory in a language that even the most reading-averse manager will love from page one’ Bjarte Bogsnes. Vice President Performance Management Development at Statoil
‘A timely addition to the growing research on management planning and performance measurement.’ Dr. Charles T. Horngren, Edmund G. Littlefield Professor of Accounting Emeritus Stanford University and author of many standard texts including Cost Accounting: A Managerial Emphasis, Introduction to Management Accounting, Financial Accounting
‘In the area of Forecasting, it is the best book in the market.’ Fritz Roemer. Leader of Enterprise Performance Executive Advisory Program, the Hackett Group
How to order a copy
Morlidge, S and Player, S. (2009) Future Ready: How to master business forecasting. London: John Wiley & Sons
ISBN-10: 0470747056 ISBN-13: 978-0470747056
Go to Amazon.com, Amazon.ca, Amazon.co.uk, Amazon.de or Amazon.fr or contact your local book seller
Income
to Impact: Financial Stewardship of Public Sector and Not-for-profit
Organisations
As a public sector or not-for-profit CEO, senior executive or board
member your job is to squeeze the maximum value out of your
organisation for beneficiaries. This is the starting point for Adrian
Poffley in the second edition of his authoritative guide to successful
financial stewardship. By Maximising income into impact, he contends,
organisations have the keys to success at their disposal by adopting
five essential principles which he outlines in five chapters: Clear
Strategic Direction; Enabling Environment; Dynamic Financial
Management; Aligned Resources; Robust Financial Framework. Described
as a 'door to new thinking' this lucidly argued and important title is
ssential reading for those with an interest for the performance
management of organisations. Who is this book for? For CEOs, senior
executives, board members and financial managers of public sector and
not-for-profit organisations. Core reading list material for
university courses.
The author, Adrian Poffley is a trong supporter of the BBRT and is
Chief Administrative Officer, Human Resources at the World Bank in
Washington. He was Director of Finance at Sight Savers International.
He is a regular keynote speaker on financial issues
Reviews
‘Adrian Poffley’s thoughtful, challenging and deeply committed book
comes from a different impulse. With a clear unblinking focus on the
need to maximise the impact of every pound/dollar spent …Adrian
Poffley brings to this work wide experience, deep knowledge and
abundant commitment to explain.’ Julia Unwin CBE, Chief Executive,
Joseph Rowntree
Foundation ‘Income to Impact opens a door to new thinking
that will be indispensable to managers of public sector and
non-for-profit oganizations around the world.’ Prof. H. Thomas
Johnson, Portland State University, USA 'Income to Impact shows what
it takes to succeed’ Michael Barber, former Head of the UK
Government’s Delivery Unit
‘this book is a necessary read for anybody who is trying to make
their organization relevant, efficient and responsive to its clients
needs.’ John Wilton, former Chief Financial Officer, The World
Bank
‘Adrian Poffley writes with the authority that comes from an
impressive track record’ Naaz Coker, Chair of St George's
Healthcare NHS Trust, UK
‘Well researched, combining theory with best practice in an
easy-to-read but reflective style. Essential reading for any
professional with responsibility for managing or advising.’
Professor Paul Palmer, Cass Business School
How to order a copy
Poffley, A. (2010). Income to Impact: Financial Stewardship of
Public Sector and Not-for-profit Organisations. London, Directory
of Social Change. ISBN-10: 1906294453
Go to Amazon.com, Amazon.ca, Amazon.co.uk, Amazon.de or Amazon.fr
or from
Directory of Social Change
Employees
First, Customers Second
This book resonates very strongly with the Beyond Budgeting
Principles and beliefs.
When Vineet Nayar took the helm of HCL Technologies (HLCT) in 2005,
the company's legacy of success was threatened by global shifts in the
IT services market that left HCLT struggling to keep up. Five years
later the company has become one of the fastest-growing IT services
partners in the world. What did HCLT do to effect such a
transformation? The secret was to put employees first - customers
second, especially those in the value zone. Vineet Nayar describes how the transformation
advanced through four phases:
- Mirror Mirror: turning employees' eyes away from the past and
toward a better future
- Trust through transparency: building a culture of trust by
opening the books, sharing information and questioning each other
- Inverting the pyramid: making the supporting functions and
management accountable to employees
- Recasting the role of the CEO: transforming the company into a
self-governing organization by transferring responsibility for
change to employees in the value zone
Reviews
"By putting employees first and leveraging the power of social
technology, Nayar and his colleagues have created an organization that
encourages extraordinary contribution from everyone, every day. If you
doubt that it's possible to turn the pyramid upside down - or wonder
whether it's really necessary - I urge you to read this thoughtful and
timely book." Gary Hamel
"Vineet Nayar has a revolutionary idea - that business
relationships are personal relationships, and that a successful
company will understand and integrate that philosophy. Nayar's notion
of 'trust, transparency and the romance of tomorrow' will rejuvenate
the corporate soul" Judy McGrath, CEO, MTV
"Employees are the heart and soul of every company. Vineet Nayar's
book tells the story of how management can step out of the way to let
employees lead - and to let engagement and productivity soar."
Tony Hsieh, CEO, Zappos.com
How to order a copy
Nayar, V. (2010) Employees First, Customers Second: Turning
conventional management upside down. Boston MA, Harvard Business
School Press
ISBN: 978-1-4221-3906-6
Go to Amazon.com, Amazon.ca, Amazon.co.uk, Amazon.de or Amazon.fr or contact your local book seller
