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Who Needs Budgets? (HBR OnPoint Enhanced Edition) by Jeremy Hope, Robin Fraser
Book Summary InformationAuthor: Jeremy Hope, Robin Fraser Edition: Digital Audio: English (Published) Format: Download: PDF Published: 2003-02-01 ISBN: N/A Number of pages: 10 Publisher: Harvard Business Review
Book Reviews of Who Needs Budgets? (HBR OnPoint Enhanced Edition)Book Review: Traditional budgeting versus key performance indicators Summary: 3 StarsJeremy Hope and Robin Fraser are Directors of the Beyond Budgeting Round Table, an international management research consortium. They are the authors of 'Beyond Budgeting' (2003). This article was published in the February 2003-issue of Harvard Business Review.The authors believe that budgeting, as most corporations practice it, should be abolished. In the absence of budgets, alternative goals and measures move to the foreground and every part of the company has to be judged against performance comparisons with its peers' and world-class benchmarks. The authors explain that organization have to break free from the traditional, fixed annual targets and set longer-term goals based on benchmarks. The elements or factors measured are key performance indicators (KPI), which fulfill the self-regulatory functions of budgets. These KPIs should result in rolling forecasts that look five to eight quarters into the future and help managers to continually reassess current action plans as market and economic conditions change. The authors use a simple table to show the five main differences between fixed and relative performance targets. The authors complement the article with a detailed description of the problems with budgets, examples of new performance management at Scandinavian bank Svenska Handelsbanken and Swedish wholesaler Ahlsell. Through these changes, "knowledge flows between frontline people and headquarters should increase, realizing the full potential of a radically decentralized organization." The authors take on a highly ambitious issue - the traditional budgeting process - and I believe that they do not succeed. They make it sound somewhat too simple and do not really provide us with a road map. I believe that readers are probably better served by Kaplan & Norton's balanced scorecard. The article is written in simple business US-English.
Summary of Who Needs Budgets? (HBR OnPoint Enhanced Edition)This is an enhanced edition of HBR article R0302J, originally published in February 2003. HBR OnPoint articles include the full-text HBR article, plus a synopsis and annotated bibliography. Budgeting, as most corporations practice it, should be abolished. That may sound radical, but doing so would further companies' long-running efforts to transform themselves into devolved networks that can nimbly adjust to market conditions. Most other building blocks are in place, but companies continue to restrict themselves by relying on inflexible budget processes and the command-and-control culture that budgeting entails. A number of companies have rejected the foregone conclusions embedded in budgets, and they've given up the self-interested wrangling over what the data indicate. In the absence of budgets, alternative goals and measures--some financial, such as cost-to-income ratios, and some nonfinancial, such as time to market--move to the foreground. Companies that have rejected budgets require employees to measure themselves against the performance of competitors and against internal peer groups. Because employees don't know whether they've succeeded until they can look back on the results of a given period, they must use every ounce of energy to ensure that they beat the competition. A key feature of many companies that have rejected budgets is the use of rolling forecasts, which are created every few months and typically cover five to eight quarters. Because the forecasts are regularly revised, they allow companies to adapt continuously to market conditions. The forecasting practices of two such companies, both based in Sweden, are examined in detail: the bank Svenska Handelsbanken and the wholesaler Ahlsell.
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