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Beyond Budgeting books

Books from BBRT Directors and Founders

Other great books in support of the Beyond Budgeting principles


Books from BBRT Directors and Founders


The Leader's DilemmaThe 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 R��sli set out in this book an executive guide to building a more empowered and adaptive organization based on the 12 Beyond Budgeting principles.


"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"Executives are increasingly recognizing that the traditional model by which they manage their organizations is obsolete and counter-productive.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 R��sli 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 R��sli 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 Ideb�en, 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 go to the book web site at

How to order a copy

Hope, J.D., Bunce, P.G., R��sli, F. (2011) The Leader's Dilemma: How to build and empowered and adaptive organization without losing control. London, Jossey Bass



Beyond Performance ManagementBeyond Performance Management: Why, when and how to use 40 tools and best practices for Superior Business Performance

In Beyond Performance Management, Jeremy Hope and Steve Player offer answers and critically review forty well-known management tools and pactices - from mission statements, balanced scorecards and rolling forecasts to key performance indicators, Six Sigma and performance appraisals.

Hope and Player help you to select the right frameworks and approaches based on your organization's needs, then offer guidance on implementing each one and extracting its maximum value. for each of the forty tools and practices they review, the authors explain:

With its rigorous analysis and solid, practical advice, Beyond Performance Management helps tune out the background noise about performance management tools so that you can select the ones your organization needs.

How to order a copy

Hope, J.D., and Player, R.S. (2012) Beyond Performance Management, Boston, Harvard Business Review Press




Beyond Budgeting

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


"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,,, or or contact your local book seller


Order the German translation from:



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.



"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,,, or or contact your local book seller




Implementing Beyond BudgetingImplementing 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.


"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 S�tre, 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,,, or or contact your local book seller




Future ReadyFuture 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:

?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


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,,, or or contact your local book seller


Other great books in support of the Beyond Budgeting Principles


Income to ImpactIncome 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


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,,, or or from Directory of Social Change



Empoyees First, Customers SecondEmployees 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:


"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,

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,,, or or contact your local book seller


What Matters NowWhat Matters Now

MIX co-founder and leading management thinker Gary Hamel shares his agenda for building organizations that can flourish in a world of diminished hopes, relentless change and ferocious competition. This is not a book about doing better. It's not a manual for people who want to tinker at the margins. Instead, it's an impassioned plea to reinvent management as we know it?to rethink the fundamental assumptions we have about capitalism, organizational life, and the meaning of work.


Leaders today confront a world where the unprecedented is the norm. Wherever one looks, one sees the exceptional and the extraordinary:

More information Mix Website

For more information about the book, the authors and to download sample chapters go to the Management Information Exchange web site 

How to order a copy

Hamel, G. (2012) What Matters Now: How to win in a world of relentless chnage, ferocious competition and unstoppable innovation. San Francisco CA, Jossey-Bass

Go to,,, or or contact your local book seller



 Beyond Empowerment

Beyond Empowerment

In "Beyond Empowerment: The Age of the Self-Managed Organization" Doug Kirkpatrick introduces a very different approach to competition in a global economy. Patents expire. Trade secrets leak. Competitors replicate superior business practices. Systems and talent are fungible. The only source of lofty and sustained competitive advantage is the ability to push beyond empowerment into the demanding yet rewarding frontier of true self-management.

Imagine a consequential company with no human bosses, no designated managers, no titles, no hierarchy, no visible structure, and no unilateral authority to fire anyone. Imagine such a company gaining ascendancy in its industry-organized solely around shared principles of freedom and self-management. Imagine a company held together by little more than its principles, mission, processes and a culture of learning and coaching. This is the story of such a company.

Going beyond empowerment means that people have all the power they need to perform effectively from the vey moment they join an organization, regardless of the level of responsibility or complexity. They are immune from threats or coercion. They are free to seek any needed resources or relationships on their own initiative. They are free to develop themselves and advance organizational learning. Ultimately they are responsible for results to themselves, their peers and the organization’s mission.

How to order a copy

Kirkpatrick, D. (2011) Beyond Empowerment: The Age of the Self-Managed Organization. Morning Star Self-Management Institute, California

Reinventing ManagementReinventing Management

Julian Birkinshaw

The economic crisis was not just caused by a failure of regulation or economic policy; it was a story of the failure of management in a fundamental sense-a deeply flawed approach to management that encouraged bankers to pursue opportunities without regard for their long-term consequences, and to put their own interests ahead of those of their employers and their shareholders.   The revised edition of this best-selling book shows convincingly that many of today's major economic problems in the west can be traced to a failure of management.  In this updated edition Julian Birkinshaw draws our attention to new examples of failed management, from Rupert Murdoch's News Corp, and the disaster at BP, to the ongoing problems in financial services companies such as UBS and RBS.  Throughout the book the references and statistics have been updated, to make this a current, highly relevant analysis of the problems besetting modern business and how managers need to tackle them.

Becoming a Better BossBecoming a Better Boss

Julian Birkinshaw

Whereas most books on managing people approach the subject from the perspective of a manager of an idealised organisation, Becoming a Better Boss takes a real-world approach, looking at the topic from the perspective of an employee in a real-world organisation—dysfunctions, warts, and all. Focusing on the choices individual employees make every day in getting work done, this book reinvents the practice of management one employee at a time.

Author Julian Birkinshaw stresses the importance of taking management seriously, reveals where management practice often goes wrong, and dives deeply into the worldview of employees. He then explores the common personal biases and frailties of managers and discusses the vital importance of experimentation to overcome the limitations and idiosyncrasies of a particular organisation. Throughout, he supports his assertions with case studies from a wide and varying range of management experiments and situations at real companies.


Upside Down ManagementUpside Down Management

John Timpson

John Timpson is the Chairman of Timpson Ltd, his family business. With 850 stores across the UK, Timpson is one of the best-established names on the British High Street. John has totaly changed Timpson's management model to one where powwer and respobsibility is vested in the branches with the following basic principle:


  1. All colleagues have the freedom to do their jobs the way they choose
  2. Every boss's job is to help his or her team
  3. No KPIs, no boxes to tick
  4. Bosses don't issue orders
  5. Head office is a helpline - it does not run the day-to-day business

In this book John Timpson shares how he has turned the way the business is run on its head and the lessons he has learned in the process. From being the CEO to dealing with stress and from breaking the rules to follwong your consience, this books tells it like it is. Forget Management models and best practice guidleines; here are genuine pearls of wisdom.

Everything is PossibleEverything is Possible

Daniel Abraham

In this book Daniel Abraham describes how he developing Slim-Fast, exploring new avenues of marketing, making use of celebrity endorsements, and ultimately sold Slim-Fast to Unilever for 2.3 billion.  Relentlessly working behind-the-scenes to help further the peace process in the Middle East, in Everything is Possible, Abraham emphasizes the importance of a strong work ethic, good family values, hard work, and honesty; he touches on the importance of faith and trust to attain goals; and shares the lessons that he has learned over his storied career to create a successful and worthy life. BBRT has studied Slim-Fast in the past.

The Living CompanyThe Living Company

Arie de Geus

In this book Arie de Geus reveals the keys to managing for a long and prodperous organizationsl life. He draws a sharp distincion between "living companies", the purposeof which is to fulfil their potential and perpetuate themselves as ongoing communities and "economic companies", which are in business solely to produce wealth for a small group of individuals. He shows clearly that living companies manage for survival; economic companies manage for profit.

With nearly 40 years of experience at Royal Dutch/Shell he describes how he came to explore and understand the special qualities of living companies. At a minimum these organisations are:


de Geus, A. (1997) The Living Company: Habits for survival in a turbulent business environment. Boston, MA, Harvard Business School Press


Relevance LostRelevance Lost: The Rise and Fall of Management Accounting

H. Thomas Johnson and Robert S. Kaplan

In this book, H. Thomas Johnson and Robert S. Kaplan describe the evolution of management accounting in American business. As they say, "understanding the reasons behind the obsolesence of existing systems should provide imrpoved rational for organizational chnage".

Johnson and Kaplan illustrate the need for modern corportyations to re-examine their existing practices asnd work towards redesigining new management accounting systems. Tomorrow's leaders will be those organizations who have the foresight to lead management accounting back to the path of relevance from which it strayed over sixty years ago.


Johnson, H.T. and Kaplan, R.S. (1987) Relevance Lost: The rise and fall of management accounting. Boston, MA, Harvard Business School Press

Relevance Regained

Relevance Regained: From top-down control top bottom-up empowerment

H. Thomas Johnson

H. Thomas Johnson presents a devastating critique of the top-down hierarchical accounting systemns that have dominated American corporations since the 1950s. Johnson shows how "managing by remote control" through results-oriented accounting information has obscured and obstructed the real business objective: to reduce process variation and lead times for the purpose of obtaining amd keeping satisfied customers. He contends that the failure of most American businesses to be competitve and profitable in recent years is their reliance on management accounting information to control people's actions anf productivity.


Johnson, H.T. (1992) Relevance Regained: From top-down control top bottom-up empowerment. New York, The Free Press


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