The Leader’s Dilemma

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 R sli 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.

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 Röösli 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 pointsThis 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.

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