Implementing Beyond Budgeting: Unlocking the Performance Potential (Anglais) Relié – 19 décembre 2008
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"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, StatoilHydro
"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, cofounder of the Beyond Budgeting Round Table and coauthor 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
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Unfortunately, the book is far from what I expected, Bjarte Bogsnes alternates between giving some useful advice on implementation and sharing his personal feelings about the wonderful enterprises he has worked in, which gets really annoying. The book doesn't have a structure to help you to really implement Beyond Budgeting, instead, it goes from one enterprise to another, leaving some piece of advice on the way. The final chapter, Making the Change, seems to be a (bad) paraphrase of John Kotter's excellent book, Leading Change. Worse, despite Bogsnes introduction where he says his intention is to make this book "not a brick", his book is, actually, a brick. Maybe is because I am not a finance guy, but this book is really boring to read.
Maybe the most interesting part of the book is where Bogsnes gives some advice about how to unify the Beyond Budgeting Theory with the Balanced Scorecard model, which he insists in calling "Ambition to Action" which is the name his company uses.
In summary, if you are really interested in the Beyond Budgeting Concept, I would recommend you to read the Hope and Fraser's book first. Then maybe you should (if you haven't yet) take a look to Kaplan and Norton excellent books on The Balanced Scorecard. Only then, if you are really motivated about the concept and want to get some additional piece of advice and are ready to face the pain, consider this book.
Of course it is not. This book tells you that nobody can predict the future and that binding your company to a budget for the whole next year is not so meaningful. A company should of course have some goals to aim at, but those don't need to be specific budget numbers. Whenever someone in the middle of a year suggests the purchase of a new tool or the start of a new project, the company should then consider the cost and benefits of the investment and the time it will pay back. And when the outcome is positive, make the investment and not let it depend on predictions they made last year.
I am really amazed that not every company works like this.
I strongly recommend this book for the managers and organizations who wants to improve the efficiency in their organizations and take advantage of the potential of their staff by empowering them even more.
This document should be accompanied with the reading of other books such as KPIs and forecasting to better understand how to apply some recommendations given through the book.Implementing Beyond Budgeting: Unlocking the Performance Potential