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"If it's the budget that holds the whole management edifice together, won't the organisation just fall apart without it? The great value of the present report is that it shows that the answer is no"
Simon Caulkin ,
The Observer, Sunday January 7th 2007

Use this new strategic report to:

• Transform budgeting pain into corporate gain
• Create lean, effective planning and budgeting processes
• Solve the cultural challenges of developing an adaptive enterprise
• Implement workable alternatives to the annual budget De-couple incentives from annual fixed targets
• De-couple incentives from annual fixed targets 

For the first time, this report provides a comprehensive guide to the practical options, a migration plan and benchmarks for improvements. It shows how to undertake goal-setting, planning, resource allocation and performance-linked compensation using more appropriate frameworks and tools. Alternative tools and techniques are only part of the requirement. Find out how to bring about the all-important cultural challenges in behaviour and working practices that make next-generation planning and budgeting possible.

Dissatisfaction with the annual budget is driving companies to a tipping point. It is not just the time, effort and cost eaten up by conventional budgeting. Once delivered, it undermines an organisation’s ability to adapt and respond to changing operating conditions and market forces.  And when linked to rewards, the annual budget often distorts decision-making and management behaviour.

Designed for a business era that has long passed, the annual budget is now a constraint and liability.

Some organisations – private and public - have developed innovative solutions, even abandoning the budget altogether. Their objectives: to create more responsive and flexible forms of planning, forecasting and performance management. Their reward: better business control and greater responsiveness to a roller-coaster business environment. Plus dramatically improved business results.

The Report In Brief