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though from the readers perspective it would probably be easier to first describe the concepts and then move to case studies and show how different companies implemented the beyond budgeting concepts. Not having budgets does not mean chaos, it does not mean no control or visibility, it means using different organizational structures to manage the performance and resource distribution within your organization.The book consists of four parts. Because of this, I considered a 3 star review. The first part describes budgeting and the problems that are inherent to the budgeting process. but these companies all did slightly different things at different degrees. These are covered in the next two parts.The second and third part describe the two legs of beyond budgeting. The second chapter described an overall vision for management in the 21th century and how Beyond Budgeting fits in that.I liked the book, it challenges a whole lot of management assumptions and demonstrates an alternative not based on speculation but based on real cases.
The structure of the chapters is similar. It splits the beyond budgeting concept it two adaptive process for managing performance and radical decentralization. The first chapter describes three cases of organizations that implemented these and similar concepts. There is.
"Beyond Budgetting" describes a new way of managing your organization and its performance, a way without having budgets. My only objection to the book was exactly that. Beyond budgeting is created based on what a couple of real companies do. This variance makes the book sometimes hard to read as it makes it hard to fix the concept "beyond budgeting." Perhaps this was the authors intention. Radical decentralization is build on top of this and recommends to empower people close to customers to make the decisions, work within teams and create an open and transparent information system that supports these people to make local decisions.The last part of the book contains two chapters. and like to know if there is an alternative. It introduces an alternative based on what several companies have done, with the prime example being the Swedish Handelbanken. but as this book really provides a new concept, I feel that wouldn't be fair.
The second chapter covers the principles while the last chapter in each part covers hints for implementation.The adaptive process for managing performance suggests to set relative targets, decouple rewards from target setting, provide resources on request, and provide up to date and transparent information to everyone within the organization. The first one describes tools (and could have been left out from my perspective, didn't added much to the rest of the book). So, four stars and a definitive recommendation for people who are tired of budgeting hell (aren't we all). it is called: Beyond budgeting.
Beyond Budgeting gives you many ideas on how to modify your business model as far as the financial module is concerned. A must for all companies that feel they have to move to more liberal and progresive mangement style.
This book and its associated Harvard Business Review articles (by Hope and Fraser) from 2003 has not attracted the attention it deserves.When this was written it was seen as the antidote to the endless budgeting cycle based on the 'prediction' fallacy and the ensuing corporate gaming they create.All of us have said at one time or another this process (budgeting negotiation etc). is a joke, but we all continue to play our part in maintaining the joke, playing the game, fighting for survival in a world created by the madness of the corporate budgeting processes.Hope and Fraser have clearly demonstrated that the current process is not only wasteful in terms of human effort but downright detrimental the the enterprise, employees and customers. They go further and show us all a way out of the trap.There is an alternative, but it needs study and it needs more companies other than the ones illustrated in the book to lead the way. Only then can we change the current paradigm where 'Accepted ideas are no longer competent and competent ideas are not yet acceptable'
It's time to review some standard practices in all corporations. Most haven't come out of industrial age views on how to manage and run organizations. Today's risk and opportunity environment needs some fresh thoughts and views on how to solve common problems and improve standard processes. This book takes a new approach on one of the most damaging and least critized processes - read it.
Given what Hope and Fraser perceive to be an obsolete core management model driven by the annual budgeting process, they offer an alternative to that model. It is important to emphasize that Hope and Fraser did not write this book solely for CFOs. Although CFOs and heads of HR have responsibility for the implementation of strategy, more often than not, they are not centrally involved in the formulation of strategy. They provide an overview of two opportunities to think and act "beyond budgeting." In Part II, they examine the first opportunity and explain how a number of organizations have used beyond budgeting principles to implement more adaptive processes. Beyond budgeting initiatives will succeed only if a CFO can be trusted to make prudent and effective use of resources provided, and only if she or he trusts the given organization to make sufficient provision of them. Then in Part III, they examine the second opportunity and explain how and why abandoning the traditional (and ineffective) budgeting process can help to achieve what they characterize as "radical decentralization." In the last Part, Hope and Fraser examine how and why the adaptive and decentralized organization (as opposed to one with a traditional budgeting process) "meets the vision of business leaders in the 21st century."Of special interest to me is what Hope and Fraser have to say about the differences between the fixed performance contract (FPC) and the relative improvement contract (RIC). It is based on "the decision-making needs of front-line managers [as well as] a coherent set of alternative processes that support relative targets and rewards, continuous planning, resources on demand, dynamic cross-company coordination, and a rich array of multilevel controls." In Part I, they explain how to break free from the annual "performance trap" and how this trap is sprung whenever managers are pressured to meet fixed targets by fixed dates. On the contrary, what they propose requires that all senior-level executives in a given organization understand and actively support the beyond budgeting principles.
For example, here are two of the six cited:In terms of targets, FPC: "Your [sales/profit] target is fixed at [$]"RIC: "We trust you to maximize your profit potential to continuously improve against the agreed-upon benchmarked KPIs [key performance indicators] and to remain in the top [quartile] of your peer group."In terms of resources,FPC: "The agreed resources to support the capital and operating budgets are set out in the attached budget statements."RIC: "You trust us to provide the resources you need when you need them. We trust you to keep within agreed KPI boundaries."Note the references to "trust." Hope and Fraser insist (and I wholly agree) that there must be mutual trust between and among everyone involved when making a commitment to beyond budgeting principles. That is a serious mistake. Otherwise.
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