Leader's Dilemma

Jeremy Hope is co-founder of the Beyond Budgeting Round Table, a not-for-profit collaborative dedicated to helping organizations improve their management models. He is a chartered accountant and a co-author of Transforming the Bottom Line, Competing in the Third Wave and Beyond Budgeting. He is also author of Reinventing the CFO. He lives in West Yorkshire, England and can be contacted at jeremyhope@bbrt.org. Peter Bunce is a co-founder of the Beyond Budgeting Round Table (BBRT), a not-for-profit collaborative dedicated to helping organizations improve their management models. He is a Chartered Engineer and has held various posts in manufacturing engineering and collaborative research. He lives in Hampshire, England and can be contacted at peterbunce@bbrt.org.Franz Röösli is a professor and management trainer at the University of Applied Sciences North Western Switzerland (FHNW) and Director of the Beyond Budgeting Round Table (BBRT), an international shared learning network for management development. He has experienced many years in management positions in different industries. He lives in Switzerland and can be contacted at franz.roeoesli@bbrt.org.

• Foreword vPreface viiSome definitions ixIntroductionThe organization as an adaptive system 11 Principle #1 – Values 33Bind people to a common cause, not a central plan2 Principle #2 – Governance 57Govern through shared values and sound judgment, not detailed rules and regulations3 Principle #3 – Transparency 89Make information open and transparent; don’t restrict and control it4 Principle #4 – Teams 105Organize around a seamless network of accountable teams, not centralized functions5 Principle #5 – Trust 121Trust teams to regulate and improve their performance; don’t micro-manage them6 Principle #6 – Accountability 139Base accountability on holistic criteria and peer reviews, not on hierarchical relationships7 Principle #7 – Goals 157Set ambitious medium-term goals, not short-term fixed targets8 Principle #8 – Rewards 179Base rewards on relative performance, not fixed targets9 Principle #9 – Planning 203Make planning a continuous and inclusive process, not a top-down annual event10 Principle #10 – Coordination 225Coordinate interactions dynamically, not through annual budgets11 Principle #11 – Resources 239Make resources available just-in-time, not just-in-case12 Principle #12 – Controls 257Base controls on fast, frequent feedback, not on budget variances13 Implementation insights 28314 Make management change your legacy 305Notes 309Index 325