Written by BBRT co-founders Jeremy Hope and Robin Fraser and published in 2003 by Harvard Business School Press, this book sets out the case for an alternative, coherent management model that enable organizations to manage performance through processes tailored to today?s volatile market place. The authors explain the guiding principles that have been distilled from the study of real, leading-edge companies.
This book is also published in German and Spanish
Beyond Budgeting distils the new management model for the Information Age. This is a book for leaders with the courage and insight to sweep away an enervating management dogma and release the latent wealth in their organizations.
– Gregor Pillen, EMEA Head of Financial Management Solutions, IBM Business Consulting Services
Hope and Fraser blast away the ‘old’ budget approach in Beyond Budgeting. Their thorough analysis and synthesis of many successful business cases writes the blueprint for competitive success in the current turbulent hyper-competitive economic environment.
– Michel J. Lebas, Professor of Management Accounting, H.E.C. School of Management, France
Hope and Fraser brilliantly expose what lies at the heart of most failed attempts to foster corporate agility and innovation-the ‘fixed performance contract’ and the low trust mindset in which it is set. Beyond Budgeting is a true paradigm shift!
– Steve Morlidge, Unilever
Beyond Budgeting has inspired UBS not only to shift its focus away from traditional, detailed budgets but also to take the next steps and implement plans with adequate levels of detail; and further redirect its focus toward trend analysis, scenario planning, and rolling forecasts.
– Peter Thurneysen, UBS AG, Head Group Controlling & Accounting
Most of the solutions generally proposed for management problems involve putting something new into the organization. In this regard, beyond budgeting is very different. Perhaps uniquely, it proposes taking something powerful out to make room for something new and even more powerful. We have all the tools and techniques we need. What we lack is the right overall context for them to work effectively. This book provides a vision for that context.
– Charles T. Horngren, Littlefield Professor of Accounting, Emeritus, Stanford University