Beyond Budgeting - The Viable Management Model
summary
Argues that traditional annual budgets create gaming, sandbagging and bad decisions and that viable management separates three purposes into distinct processes: targets, forecasts, resource allocation. Cites a Scandinavian bank running without budgets or individual bonuses since 1972 and recommends concrete tools: continuous forecasts, control charts and burn‑rate/unit‑cost guiding, open funding pipelines, decision authorities and spending guidelines. Warns OKRs conflict with budgets unless budgets are removed and offers the Viable Map workbook to assess coherence.
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chapters (11)
- 0:00Beyond Budgeting intro
- 3:40Paradox of control
- 10:03Flaws in old management
- 11:05Separate budget purposes
- 21:46Beyond Budgeting examples
- 26:41Costs without budgets
- 33:04OKRs vs budgets
- 35:53Implementing Beyond Budgeting
- 37:39Viable Management Model
- 44:07Resources & closing
- 46:01Q&A forecasting
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