Beyond Budgeting – Business Agility for New Business & People Realities
summary
Statoil replaces annual budgets with an Ambition to Action model that ties strategic objectives to team-level commitments, deploys no traditional budgets across the company and implements dynamic forecasting and event‑driven resource allocation. The program creates a holistic performance evaluation scored on a one‑to‑five scale, raises transparency and ownership, and runs at about 800 operational units; reported outcomes are faster reallocation of capital, reduced micromanagement and improved alignment with market volatility.
AI-written summary · about
chapters (9)
- 0:00Intro
- 3:32The innovation paradox
- 6:17Which is most efficient?
- 11:40We must change both processes and leadership
- 17:48Companies on the journey
- 21:31Beyond Budgeting the adaptive management model
- 24:47Ambition to Action - purpose and process
- 28:00More than 800 "Ambition to Actions" across the company
- 33:49A broader performance language - from narrow measurement to a holistic assessment
related talks
41mBusiness Agility in practice - an introduction to Beyond Budgeting
01h 05mAgile transformation & the elephant in the room
02mBeyond Budgeting – Business Agility in Practice.
03m"Beyond Budgeting" defined - think of it as Business Agility in practice
01mAgile transformation and the elephant in the room
49mBeyond Budgeting - The Viable Management Model
01h 00mOverview on the Synthesis of Beyond Budgeting, Open Space, Sociocracy & Ag
05mCompany-Wide Agility