Beyond Budgeting
How Managers Can Break Free from the Annual Performance Trap
1st Edition
Published on 25. February 2003
256 pages
978-1-4221-6325-2 (ISBN)
Description
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budgeting process--characterized by fixed targets and performance incentives--is time consuming, overcentralized, and outdated.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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Jeremy Hope | Robin Fraser
Beyond Budgeting
How Managers Can Break Free from the Annual Performance Trap
Book
04/2003
Harvard Business Review Press
€36.00
Article not available at the moment
Persons
Hope, Jeremy/ Fraser, Robin
Content
- Intro
- Contents
- Foreword
- Acknowledgments
- 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 Adaptive Process Opportunity: Enabling Managers to Focus on Continuous Value Creation
- 3 How Three Organizations Introduced Adaptive Processes
- 4 Principles of Adaptive Processes
- 5 Insights into Implementation
- Part III The Radical Decentralization Opportunity: Enabling Leaders to Create a High Performance Organization
- 6 How Three Organizations Removed the Barriers to Change
- 7 Principles of Radical Decentralization
- 8 Insights into Changing Centralized Mind-Sets
- 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 Authors
