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Beyond Budgeting
- Creating a management model for the 21st Century. Without budgets.
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Why the traditional budget
model doesn't work - and why it is so difficult to tame the "monster"
budgeting.
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How to establish a flexible and decentralized
leadership with Beyond Budgeting and how to analyze the advantages and
risks.
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How proven tools for all management areas
contribute to the new management model - such as balanced scorecards,
value-based management, rolling forecasts, relative targets and incentive
systems.
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The Nine Key Areas of Change for implementing
Beyond Budgeting.
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7 deadly
sins with implementing and using the Balanced Scorecard.
Creating flexible and decentralized leadership and processes.
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Balanced Scorecards - good
or bad? Why Scorecarding has been turning sour in so many organizations.
Observations from consultants and executives around the world
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What to do to avoid Scorecard disasters
- the leadership and the implementation challenges, and what we should
learn about the sins committed in 11 years of BSC practice
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Scorecard contributions to management: from
fixed plans to truly flexible and vivid strategy and performance management
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Key barriers to Scorecard implementation.
Case Studies and real-life examples for better Scorecard use.
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Scorecards in context: how to improve planning, intangible assets management, value-based management, compensation and organizational alignment through integrated processes: principles and findings
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Accounting
Fraud: CTRL+ALT+DEL! Ethical management
without budgets
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Why tightening accounting rules
and jailing executives who abuse them will not completely solve the
problems of corporate governance and fraudulent practices
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Why the fixed performance promises embodied
in budgets, targets and quotas put ethical behavior in jeopardy and
leads to dysfunctional behavior at all levels of an organization.
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Case studies and best practices of organizations
around the world that get it.
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How to ensure ethical reporting and better corporate governance through a new, more flexible performance contract.
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How analysts will react to the new performance management model. And: Why the new processes are fast, reliable and more likely to maximize profit potential.
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Get
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The CFO
challenge: Designing the management model
transformation
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Remodeling the finance function:
what international thought leaders say about the Future of Finance.
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Changing the game: From Corporate Finance
Managers to Total Performance Enablers. From budget-based
policing of the organization to superior performance leadership and
serving internal and external customers.
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Case studies of best practices: How some
industry leaders make it happen.
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Wow! projects and processes for the
finance function: Evolving the performance contract, targets, planning,
reporting, strategy, information systems, compensation… and performance.
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Why (eventually) Finance and HR functions of the future will (quite simply!) merge.
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Incentives
de-motivate. Change the performance contract!
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The undesirable effects of quotas,
budgets, short-term predictions, fixed targets and the quarterly earnings
game. And why all this has to change dramatically
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The (not-so-new, but still) revolutionary
paradigms for better employee motivation, incentives and performance; why companies should abolish performance appraisals
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Case studies of best practices: How some
industry leaders like Semco and Svenska Handelsbanken make it happen
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How budgets and planned targets can be abolished
from compensation formulas
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Surprising solutions for the Better Incentive World.
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in touch with us now about this lecture or workshop!
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The Power
of Relative Targets: MbO totally without
negotiations!
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Why MbO has mostly frustrated
our expectations during the last 30 years
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The dysfunctional effects of target negotiation
and planning (as we know it.)
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How to challenge the organization to constantly
outperform the right performance indicators - sustainably and ethically!
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New Performance Measures for a New Millennium:
The Relative Target Paradigm
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Case studies and best practices of organizations
around the world that get it.
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How to implement the New Performance Contract - aiming at continuous improvement and sustainable competitive performance
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Get
in touch with us now about this lecture or workshop!
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Forget Forecasting
and Risk Management ... as you know it!
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Why Risk Management has not
evolved much beyond Actual vs. Plan-Variance analyses
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Why Risk Management must fail in an environment
of fixed performance targets and plans - and what we can do to make
it a productive, fast, continuous and popular (!) process.
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Why forecasting as a management tool is
still a little known and widely misunderstood
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How firms and Not-for-Profits developed
lean and adaptive forecasting processes and what are common principles
behind those forecasting systems that succeed.
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How Forecasting and Risk Management blend into a supportive management process.
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Get
in touch with us now about this lecture or workshop!
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Dynamic management with Lean Controlling
- how does that work? (workshop for finance)
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The Key Controlling Roles and Processes today and tomorrow: what thought leaders say about the controlling function of the future
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Why common controlling organization and processes won't do it. The barriers to controlling change and how some organizations have surmount them.
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How to realign controlling with the challenges of market-driven organizations and the ever-growing expectations of internal customers: processes and tools realigned and redesigned
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Key areas of change for lean and devolved controlling processes; Exercises and examples from industry leaders
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Get
in touch with us now about this lecture or workshop!
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Reporting:
A life beyond Plan x Actual variances! (workshop
for finance)
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New principles for lean and
robust reporting: why transparency and openness matter so much in redesigning
reporting and management dialog process
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How to abolish the reporting excesses that
cripple today's organizations: real-life case studies and examples for
more effective reports
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The role of IT and reporting systems in
making the Reporting (R)Evolution happen
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How reporting and information can merge
to a collaborative and continuous management dialog - and how to build
the case for change
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Exercises for implementing Lean Reporting
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Get
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