Summary

This interview features Bjarte Bogsnes, Project Manager Beyond Budgeting for Stavanger, Norway-based Statoil, an integrated oil and gas company with about 25,000 employees and activities in 32 countries. In this interview, drawing from his experience of facilitating the Balanced Scorecard program in Statoil, Bjarte Bogsnes presents a practitioner’s viewpoint regarding various aspects of the Balanced Scorecard concept.

Summary

This interview features Barbara Possin, Vice-President for System Quality and Strategic Alignment of the Minnesota, USA-based St Mary’s/Duluth Clinic Health System (SMDC). The SMDC incorporates 20 clinics, four hospitals and an array of specialty care services  and was inducted into the prestigious Balanced Scorecard Collaborative Hall of Fame in 2002.

In this interview, drawing from her experience of having facilitated the Balanced Scorecard program in SMDC, Barbara Possin presents a practitioner’s viewpoint regarding various aspects of the Balanced Scorecard concept.

Summary

The interview focuses on budgeting. Issues covered include the definition of an adaptive organization; strengths and weaknesses of the conventional budgeting process; an examination of budgeting as an annual performance contract; the opinions of finance managers and line managers regarding budgeting; effectiveness of budgeting in goal setting, performance evaluation and reward; reasons why leaders don’t move to new models, even when aware of the shortcomings of the traditional budget; whether organizations are really changing their approach to budgeting; alternative frameworks. It also critically examines the relevance of annual targets for communicating financial projections and ongoing projections to the investment community.

Summary

This interview is part of a series in which experts respond to questions about some of the persistent issues facing leaders, as they seek to create an adaptive enterprise and achieve new levels of performance. This round features Jeremy Hope, Research Director, Beyond Budgeting Round Table.

The interview focuses on budgeting. Issues covered include the definition of an adaptive organization; strengths and weaknesses of the conventional budgeting process; an examination of budgeting as an annual performance contract; the opinions of finance managers and line managers regarding budgeting; effectiveness of budgeting in goal setting, performance evaluation and reward; and reasons why leaders don’t move to new models, even when aware of the shortcomings of the traditional budget. It also identifies major cultural barriers for transforming the conventional budgeting process and critically examines the relevance of annual targets for communicating financial projections and ongoing projections to the investment community. The interview concludes with Jeremy Hope’s take on the shape the adaptive organization will take in the next few years.

Summary

This interview is part of a series in which experts respond to questions about some of the persistent issues facing leaders, as they seek to create an adaptive enterprise and achieve new levels of performance. This round features Dr. Fritz Roemer, Senior Business Advisor, The Hackett Group.

The interview focuses on budgeting. Issues covered include the definition of an adaptive organization; the strengths and weaknesses of the conventional budgeting process; an examination of the budgeting concept as an annual performance contract; the opinions of finance managers and line managers regarding the budgeting approach; and the effectiveness of budgeting in goal setting, performance evaluation and reward. The interview also seeks to discover why leaders are unable to move to new models, even though they appreciate the shortcomings of the traditional budget. It also identifies the major cultural barriers for transforming the conventional budgeting process.

Summary

In this interview, with Bernard Marr, CEO and Director of Research at the Advanced Performance Institute, discusses his new book, Strategic Performance Management: Leveraging and measuring your intangible value drivers, published by Butterworth-Heinemman.

Bernard Marr’s book is gaining recognition as a significant contribution to the field of strategic performance management and introduces an innovative and powerful performance management called the Value Creation Map, which is a visual representation of the organization strategy that includes the most important components that exist within the strategy (namely stakeholder value proposition, core competencies and key resources) and places them in relationship with each other.

Summary

This interview is part of a series in which experts respond to questions about some of the persistent issues facing leaders, as they seek to create an adaptive enterprise and achieve new levels of performance.

This interview features Jonathan Chocqueel-Mangan, a UK-based Partner with Heidrick and Struggles, the world's premier provider of senior-level executive search and leadership consulting services. Jonathan was previously an Executive Vice President for the Balanced Scorecard Collaborative. Here, James Creelman, Jonathan’s co-author for the Business Intelligence, UK report ‘Reinventing Planning and Budgeting for the Adaptive Enterprise’, asks the questions.