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Beyond Budgeting: How Managers Can Break Free from the Annual Performance Trap

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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budgeting process--characterized by fixed targets and performance incentives--is time consuming, overcentralized, and outdated.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 t 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budgeting process--characterized by fixed targets and performance incentives--is time consuming, overcentralized, and outdated.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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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budgeting process--characterized by fixed targets and performance incentives--is time consuming, overcentralized, and outdated.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 t 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budgeting process--characterized by fixed targets and performance incentives--is time consuming, overcentralized, and outdated.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.

30 review for Beyond Budgeting: How Managers Can Break Free from the Annual Performance Trap

  1. 5 out of 5

    Shonna Froebel

    A bit of a slog at the beginning, but got a bit better with the examples. A really interesting idea. Very radical, would take leadership and guts to implement

  2. 5 out of 5

    Steven Nordstrom

    ok so this book has taken me longer to finish than any other this year. it was a long slog, to be sure, and not only because it related the information so many times. honestly this book was almost certainly created so that it had 200 pages even though the concepts could have been communicated in 15-20. the diagrams are largely superfluous and don't add value or understanding. the concept of eliminating the fixed budget is simple to understand, but apparently requires a huge amount of convincing ok so this book has taken me longer to finish than any other this year. it was a long slog, to be sure, and not only because it related the information so many times. honestly this book was almost certainly created so that it had 200 pages even though the concepts could have been communicated in 15-20. the diagrams are largely superfluous and don't add value or understanding. the concept of eliminating the fixed budget is simple to understand, but apparently requires a huge amount of convincing that it won't destroy your company if you try to do it at yours. I imagine a large consulting industry has emerged to help companies implement beyond budgeting. I don't mean to be completely cynical in my assessment of this book and its concepts. fixed budgets are full of pitfalls, and the larger the corporation, the slower the process and less accurate the forecast usually is. properly incentivizing employees, managers, and chief executive to add value with a truly outward-in customer orientation in an environment of continuous improvement, and you are willing to take serious, radical, and faith-filled store to decentralize control of your organization, beyond budgeting might be for you. three stars because of the repetition. concept is good, but the book is way too long.

  3. 4 out of 5

    Johan Oskarsson

    Read it if you want make a change with any kind of governace.

  4. 4 out of 5

    Нестор

    Эта книга пережила со мной все переезды от Мариуполя до Алматы с 2006 по 2016, и мне всё никак не удавалось посвятить ей должное внимание и дочитать-таки от корки до корки. Но вот в последние несколько дней я решил её дочитать (а по факту, перечитать первые главы и дочитать до конца), и у меня получилось. Я, как бывший бюджетный контролёр нескольких как транснациональных, так и не очень организаций, могу сказать, что книга - отличное пособие по тому, как должна работать организация, которая соби Эта книга пережила со мной все переезды от Мариуполя до Алматы с 2006 по 2016, и мне всё никак не удавалось посвятить ей должное внимание и дочитать-таки от корки до корки. Но вот в последние несколько дней я решил её дочитать (а по факту, перечитать первые главы и дочитать до конца), и у меня получилось. Я, как бывший бюджетный контролёр нескольких как транснациональных, так и не очень организаций, могу сказать, что книга - отличное пособие по тому, как должна работать организация, которая собирается не только выжить, но и успешно работать в 21 веке. Должна она-то, конечно, должна, но... кто ж ей даст? Действительно, бюджетные процессы в современном мире возлагают на компании и их сотрудников довольно большую нагрузку, и даже хорошо внедрённые современные системы управления бюджетами без правильной идеологической составляющей приводят организации в управленческие и рыночные тупики. Книга "Бюджетирование, каким мы его не знаем. Управление за рамками бюджетов" даёт массу пищи для ума, примеров и частично готовых рецептов построения системы управления в организации без применения бюджетного управления. Теоретически описанные в книге подходы убирают недостатки, вызываемые жёстким финансовым контролем и планированием. А практически... Практически примеров организаций, перешедших на такой метод делегирования свободы принятия решений и ответственности на низовые уровни встречается очень мало (особенно, среди старых и зрелых организаций) и было бы интересно узнать почему так происходит. Где-то всему, пожалуй, виной всему харизма владельцев и основателей компании. Где-то - социальная инерция ("мы всегда так работали"). Ещё где-то любовь к власти и к контролю у первых лиц организации. Но всё это, пожалуй, тема для других книг и для других рецензий. В любом случае, место этой книги - не только на полке уважающих себя финансовых, но и ИТ, и генеральных директоров, а также в их мозгах.

  5. 5 out of 5

    John Cumming

    It will come as no surprise that a book about transforming organisational management from one of opacity, fixed targets and command & control culture to one that is transparent, adaptive and where value decisions are devolved to and rewarded at the front line seems common sense to me as an agile coach. What is good about the book is that it draws from case studies and examples of various organisations at different levels of success and maturity to provide examples of what breaking away from a bu It will come as no surprise that a book about transforming organisational management from one of opacity, fixed targets and command & control culture to one that is transparent, adaptive and where value decisions are devolved to and rewarded at the front line seems common sense to me as an agile coach. What is good about the book is that it draws from case studies and examples of various organisations at different levels of success and maturity to provide examples of what breaking away from a budget led management - a cohesive but risky approach to performance management - looks like.

  6. 5 out of 5

    Stephen Topp

    A pretty good business book. Even if you're not in a position to import beyond budgeting to your organisation, this book is full of insights into good performance management and change management. A pretty good business book. Even if you're not in a position to import beyond budgeting to your organisation, this book is full of insights into good performance management and change management.

  7. 5 out of 5

    Peter Sellars

    Beyond Budgeting has been on my radar for a while and finally got around to reading this seminal work during the holidays. The replacement of the budgeting process with an adaptive and decentralized organization with associated benefits shines through in this book - with a number of case studies mentioned, warts and all. Beyond Budgeting is not a methodology it is a shift in mindset, as much cultural as process. This book should really be read by as many leaders out there as possible - they may Beyond Budgeting has been on my radar for a while and finally got around to reading this seminal work during the holidays. The replacement of the budgeting process with an adaptive and decentralized organization with associated benefits shines through in this book - with a number of case studies mentioned, warts and all. Beyond Budgeting is not a methodology it is a shift in mindset, as much cultural as process. This book should really be read by as many leaders out there as possible - they may just learn something that can help them and their organizations become more successful!

  8. 4 out of 5

    Torben Rasmussen

    Hope and Fraser have gathered the experience of moving away from budgetting in a number of companies. Budgetting is replaced with other management structures that better support de-centralized decision making and empowerment. The book provides much inspiration for change and insight into some of the dysfunctions apparent in many companies that rely on annual budgetting. Many assumptions and givens are challenged. Very interesting reading.

  9. 5 out of 5

    Shinsuke Nakata

    ざっくり読んだ。 大学院の授業で概観は学んでいたので理解はわりと簡単。一方で、予算という簡単でみんながわかっているゴール以外のゴールセッティングを、納得感と現実感を保ちながらやるのはむずかしいなあという印象。 ともあれ、企業経営の一定のゴールが予算でいいのか、悪いんじゃないのというみんなが思っている疑問に対する一つの解答であるのは確かかしら。

  10. 5 out of 5

    Oleg Demidenko

  11. 4 out of 5

    catherine elisabet batt

  12. 4 out of 5

    Tommi

  13. 4 out of 5

    Bob

  14. 4 out of 5

    Auris Aume

  15. 4 out of 5

    Abelardo Duarte

  16. 4 out of 5

    Alejandro

  17. 4 out of 5

    Thephoenixwest West

  18. 4 out of 5

    Ron

  19. 4 out of 5

    Amy

  20. 5 out of 5

    Aaron

  21. 5 out of 5

    Robert

  22. 5 out of 5

    Richard

  23. 5 out of 5

    Sergei Kotlov

  24. 4 out of 5

    Martin

  25. 5 out of 5

    sergio paredes

  26. 5 out of 5

    Michael

  27. 5 out of 5

    Mikko Nyman

  28. 5 out of 5

    Andrew

  29. 4 out of 5

    Barry Rowe

  30. 5 out of 5

    Patricia Saporito

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