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Beyond Budgeting

THE TRADITIONAL annual budgeting process--characterized by fixed targets and performance incentives--is time-consuming, overcentralized, and outdated. Worse, it often causes dysfunctional and unethical managerial behavior. Based on an intensive, international study into pioneering companies, Beyond Budgeting offers an alternative, coherent management model that overcomes the limitations of traditional budgeting. Focused around achieving sustained improvement relative to competitors, it provides a guiding framework for managing in the twenty-first century.
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Table of Contents

Acknowledgments; Foreword; Introduction: Toward a New General Management Model; Part I The Promise of Beyond Budgeting; 1. The Annual Performance Trap; 2. Breaking Free; Part II The First Beyond Budgeting Opportunity: Enabling Adaptive Management; Processes; 3. How Four Organizations Introduced Adaptive Processes; 4. Principles and Practices; 5. Insights into Implementation; Part III The Second Beyond Budgeting Opportunity: Enabling Radical Decentralization; 6. How Four Organizations Have Radically Decentralized; 7. Leadership Principles; 8. Embedding the Principles in the Management Culture; Part IV Realizing the Full Promise of Beyond Budgeting; 9. The Roles of Systems and Tools; 10. The Vision of a Management Model Fit for the Twenty-First Century; Glossary; Notes; Index

About the Author

Jeremy Hope is a Director of the Beyond Budgeting Roundtable, a not-for-profit collaborative that designs new performance management processes. He is a chartered accountant and a co-author of Transforming the Bottom Line and Competing in the Third Wave. He is a former venture capitalist and founder of several businesses. He lives in West Yorkshire, England. Robin Fraser is a Principal at the Beyond Budgeting Roundtable. Formerly a management consulting partner in PricewaterhouseCoopers, Fraser has 30 years experience in business planning, performance improvement, and cost reduction. He lives in Surrey, England.

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