Welcome to the BBRT Online Knowledge website.

On this site you can download BBRT White Papers and purchase and download BBRT Briefing Papers relating to a range of Beyond Budgeting topics. BBRT Members can obtain the Briefing Papers free of charge via the private BBRT Members' Community

The Beyond Budgeting management model enables organizations to function with less infrastructure and systems – more with less. This introduces a new approach to performance management that increases transparency and decentralizes (or devolves) much more power and responsibility to front-line teams.

The Beyond Budgeting management model is highly suited to organizations that need to manage in turbulent market conditions. Hence many of the papers show how this model is effective in this current economic recession.

The papers available on this site discuss the role rolling forecasts, planning, balanced scorecard, incentive compensation and rewards and performance measurement play in the Beyond Budgeting management model. The Beyond Budgeting management model is at the heart of management innovation.

To view the BBRT (Beyond Budgeting Round Table) Global web site click on www.bbrt.org

Using EVA to Drive Performance Improvement

Submitted by admin on Tue, 03/17/2009 - 20:44
£35.00

Economic value added (EVA) models, if well implemented, will encourage managers to act like owners and consider their decisions in the context of whether they will increase shareholders’ wealth; enable managers to see which business segments and product lines add value and which don’t; focus managers on the balance sheet as well as the income statement; and provide a reward mechanism that compensates managers for increasing shareholder value. Accounting profits have proved time and again to be a poor indicator of future success (remember Enron, WorldCom and the recent banking crash?).

£35.00

Using the Balanced Scorecard to Add Greater Value

Submitted by admin on Tue, 03/17/2009 - 20:43
£35.00

The balanced scorecard is one of the most popular management tools around today but most fail to deliver on their promises. The idea of the scorecard sounds neat: to focus managers on formulating and executing their strategy rather than managing departmental budgets. But is the scorecard the right solution for organizations that need to continuously innovate and adapt? This paper examines this question and also suggests ways that the scorecard can add value.
Download the full paper...

£35.00

Binding People to a Compelling Purpose and Clear Values

Submitted by admin on Tue, 03/17/2009 - 20:41
£35.00

Much time and effort is spent producing mission, vision and values statements that are subsequently ignored. One of the reasons is that these statements are typically bland and meaningless. They don’t build any emotional commitment between employees and the firm. What’s required is a clearer understanding of the organization’s purpose and the (inviolate) values that it stands for. This paper looks at these issues and how leaders can use clarity of purpose and values as an important framework for empowering their people.
Download the full paper...

£35.00

Cutting Costs without Cutting Value

Submitted by admin on Tue, 03/17/2009 - 20:38
£35.00

Many leaders are now faced with the difficult task of making deep cost cuts but few know which costs add value and which just add cost. Without this knowledge they are in danger of cutting through corporate muscle as well as fat. In this paper we discuss a number of ideas that can help leaders to make better cost reduction decisions and take out up to 30 percent of the cost base represented by non-value adding work.
Download the full paper...

£35.00

Capital Management: Knowing Where Value is Created and Destroyed

Submitted by admin on Tue, 03/17/2009 - 20:36
£35.00

When so many firms are desperate to cut costs and improve cash flows it seems obvious that they should be careful about how they allocate their capital. But few leaders know from their accounting systems which business segments add value and which don’t. This leads to huge amounts of wasted capital and value destruction across the organization. In this paper we examine how better organization design and information systems can help leaders to improve their capital management and support those business segments that warrant more capital and curtail or even terminate those that don’t.

£35.00

How to use Rolling Forecasts for Visibility

Submitted by admin on Tue, 03/17/2009 - 20:30
£35.00

Many organizations are discovering the value of fast, light touch rolling forecasts. But how these forecasting processes are designed and implemented is key to their success. If they are interpreted by managers’ as just another control system to be submitted to head office at the end of every month or quarter then they will be seen as another reporting burden and only spurious data will result. But if they are seen as something that really improves the management process then there is a real opportunity for improvement based on quality data.

£35.00

How to Use KPIs to Know Where You are Today

Submitted by admin on Tue, 03/17/2009 - 20:26
£35.00

Key performance indicators (KPIs) enable managers to continuously learn and improve; provide managers with a radar screen to take fast, corrective action; and enable process managers to measure progress toward strategic goals. KPIs are high on the list of most organization improvement agendas. But few organizations have understood how they should be chosen and used. What exactly is a KPI? How many should we have? How do we get value from them? This paper discusses these and other issues and provides some recommendations that managers can follow to get more value from these important measures.

£35.00
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