Implementing Beyond Budgeting : Unlocking the Performance Potential.

Cover -- Title Page -- Copyright -- Contents -- Foreword -- Acknowledgments -- About the Author -- Introduction -- Chapter 1 Problems with Traditional Management -- Introduction -- Which Way in a New Business Environment? -- The Trust and Transparency Problem -- The Cost Management Problem -- The Control Problem -- The Target-Setting Problem -- The Performance Evaluation Problem -- The Bonus Problem -- The Rhythm Problem -- The Quality Problem -- The Efficiency Problem -- Chapter 2 Beyond Budgeting -- The Philosophy -- Beyond Budgeting Roundtable -- The Beyond Budgeting Principles -- Handelsbanken-the Pioneer -- Miles-a Master of Servant Leadership -- The Reitan Group-Values at the Core -- Chapter 3 The Borealis Case -- Introduction -- Creation of Borealis -- The Journey Begins -- The Borealis Model -- Five-Quarter Rolling Forecasts -- Balanced Scorecard -- From Absolute to Relative Performance -- Trend Reporting -- Activity Accounting -- Investment Management -- Evaluation and Rewards -- Implementation Experiences and Lessons Learned -- Borealis Today -- Chapter 4 The Statoil Case -- Introduction -- Creating the Foundation -- Starting Out -- The Statoil Model -- Introduction -- Separating the Budget Purposes -- Ambition to Action -- The Ambition to Action Process -- Strategy Translation and Target Setting -- Planning: Actions and Forecasts -- People@Statoil-My or Our Performance Goals -- Dynamic Resource Allocation -- Business Follow-Up -- Performance Evaluation and Rewards -- A Dynamic Ambition to Action -- What Could Be Next? -- Finance and HR: Time for a New Partnership? -- The Beyond Budgeting Research Program -- How Are We Doing? -- A New Start for Statoil? -- Chapter 5 Beyond Budgeting and Agile -- Chapter 6 Making the Change: Implementation Advice -- Create the Case for Change -- Handle Resistance -- Design to 80 Percent and Jump.

Keep the Cost Focus -- Don't Start with Rolling Forecasting Only -- Involve Human Resources and Agile IT -- You Can't Get Rid of Command and Control through Command and Control -- Do Not Become a Fundamentalist -- Balanced Scorecard Pitfalls -- A New Box on Top of Old Boxes -- It Is All about KPIs -- Just Another Command-and-Control Tool -- Only One Scorecard at the Top -- A Paralyzing Balance -- It Is a Finance Thing -- It Is a Manual Thing -- Revolution or Evolution? -- Closing Remarks -- Index -- EULA.

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Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2024. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.