The Leader's Dilemma How to Build an Empowered and Adaptive Organization Without Losing Control

by Hope, Jeremy; Bunce, Peter; Rö; ö; sli, Franz

• ISBN13: 9781119970002
• ISBN10: 1119970008
• Edition: 1st
• Format: Hardcover
• Copyright: 2011-05-23
• Publisher: Jossey-Bass

Summary

Drawing on their work on performance management within the 'beyond budgeting' movement over the past ten years, including many interviews and case studies, Jeremy Hope, Peter Bunce and Franz Roosli set out in this book an executive guide to building a new management model based on eight key change management issues: 1. Governance: From rules and budgets to purpose and values 2. Success: From fixed targets to relative improvement 3. Organization: From centralized functions to customer-oriented teams 4. Accountability: From narrow targets to holistic success criteria 5. Trust: From central control to local autonomy 6. Transparency: From closed information to open book management 7. Rewards: From individual incentives to team-based reward 8. Risk: From complying with rules to understanding pressure points This book is about rethinking how we manage organizations in a post-industrial, post credit crunch world where innovative management models represent the only remaining source of sustainable competitive advantage.[i] The changes suggested by the authors will enable and encourage a cultural climate change that will help organizations to attract and keep the best people as well as drive continuous innovation and growth. Above all, The CEO's Dilemma is about learning how to change business - based on best practice and innovation drawn from leaders world-wide who have built and managed successful organizations.

Author Biography

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 [e-mail].

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 [e-mail].

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 [e-mail].

Table of Contents

Foreword	p. v
Preface	p. vii
Some definitions	p. ix
Introduction
The organization as an adaptive system	p. 1
Principle #1 - Values	p. 33
Bind people to a common cause, not a central plan
Principle #2 - Governance	p. 57
Govern through shared values and sound judgment, not detailed rules and regulations
Principle #3 - Transparency	p. 89
Make information open and transparent; don't restrict and control it
Principle #4 - Teams	p. 105
Organize around a seamless network of accountable teams, not centralized functions
Principle #5 - Trust	p. 121
Trust teams to regulate and improve their performance; don't micro-manage them
Principle #6 - Accountability	p. 139
Base accountability on holistic criteria and peer reviews, not on hierarchical relationships
Principle #7 - Goals	p. 157
Set ambitious medium-term goals, not short-term fixed targets
Principle #8 - Rewards	p. 179
Base rewards on relative performance, not fixed targets
Principle #9 - Planning	p. 203
Make planning a continuous and inclusive process, not a top-down annual event
Principle #10 - Coordination	p. 225
Coordinate interactions dynamically, not through annual budgets
Principle #11 - Resources	p. 239
Make resources available just-in-time, not just-in-case
Principle #12 - Controls	p. 257
Base controls on fast, frequent feedback, not on budget variances
Implementation insights	p. 283
Make management change your legacy	p. 305
Notes	p. 309
Index	p. 325
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