Index
actions/action planning
Borealis
as continuous/inclusive process
coordinating
corrective
cross-company
Handelsbanken
Rhodia
activity-based management (ABM)
models
actuals
adaptability
adaptive organization
adaptive processes
activity-based management models
applying principles of continuous
Balanced Scorecard
benchmarking models and
Borealis
changing attitudes/behaviors
continuous value creation
customer relationship management models
enterprisewide information systems /rolling forecasts
Handelsbanken
Principle 1: setting goals for relative improvement
Principle 2: evaluation/rewards
Principle 3: continuous/inclusive process of action planning
Principle 4: availability of resources
Principle 5: coordination of cross-company actions
Principle 6: basing controls on governance /performance indicators
response times from
Rhodia
shareholder value models and support for
adverse variances
Ahlsell
“customers first” principle
devolution of responsibility
employees
performance improvements by
responsibility of managers
sales
training/education of people
ambition, challenging
anticipate and respond approach to markets
Argyris, Chris
assumptions, challenging
attitudes, changing
authority
approval
decision-making/spending
transfers of
bad news, sharing
Balanced Scorecard
adaptive processes and
applications for
decentralization
Barings Bank
barriers, budgets as
activity-based management models
Balanced Scorecard
in benchmarking models
customer relationship management models
enterprisewide information systems /rolling forecasts
in shareholder value models
barriers to change, removal of
Ahlsell
Handelsbanken
Leyland Trucks
behaviors
caused by fixed performance contracts
changing
company, statements of
dysfunctional
eradicating undesirable
ethical
fixed performance contracts and
benchmarking models
“benchmark expectation,”
importance of
benchmarks, goal setting relative to
benefits
of beyond budgeting
evaluating
selling the
Berkeley, David
best practices
beyond budgeting model
benefits of
encouragement of good governance /ethical behavior
goals of
guidelines for users
reconnecting front-line people to organization
simplicity/cost/relevance of
success factors/information economy, attunement with
test of vision of
using principles of
boards, convincing
Boesen, Thomas
Bogsnes, Bjarte
Boots (U.K. retailer)
Borealis
adaptive process/continuous value creation
convincing the board
boundaries of governance framework
Branson, Mark
budget contracts
budgeting
abandoning process of
ambivalence toward
and cultural norms of organizations
problems of
Rhodia’s past/current methods
traditional
budgets as barriers. See barriers, budgets as
budget versus budgeting process
Bulmers
bureaucracy
business plans
business units
Carnaud Metal Box (CMB)
case for change
centralized mind-sets, changing
change. See also barriers to change, removal of
convincing boards
defining the case for
processes for
charges (service agreements)
CIBA Vision
clear-governance framework, building of
“coach and support” leadership style
coherence
command and control model
commitment, internal/external
common purpose
company behaviors, statements of
competition
balancing
beating the
for customers
competitive environment
for attracting good people
problems of budgeting in
responses to changes in
competitive success
contracts
budget
fixed performance
relative improvement
control practices
controls
basing of
Borealis
Handelsbanken
Rhodia
weakening of
cooperation, balancing
coordinating actions
corrective action plans
corruption
cost savings/efficiency
activity accounting (Borealis)
cost drivers
Handelsbanken
reducing costs
creativity. See innovation
cross-company actions
customer accountability
Ahlsell
Handelsbanken
Leyland Trucks
customer-oriented teams
customer outcomes
customer ownership principle
customer profitability
customer relationship management models
customers
attachment to a branch by
care of, versus sales targets
coordinating actions according to demands of
IKEA
knowing/caring for
long-term relationships with
loyalty of
managing profitability information
needs satisfaction of
response by teams to demands of
Dahle, Christer
decentralization. See also devolution of responsibility
activity-based management models
Ahlsell
Balanced Scorecard
benchmarking models and
clear-governance framework, building of
customer relationship management models
enterprisewide information systems /rolling forecasts
Handelsbanken
high performance organizations and
ineffective
Principle 1: principles/boundaries, providing clear
Principle 2: high-performance climates
Principle 3: decision-making freedom
Principle 4: placement of responsibility
Principle 5: accountability for customer outcomes
Principle 6: open/ethical information systems
reasons for desirability of
shareholder value models and
decision-making freedom
Ahlsell
enabling local
Handelsbanken
Leyland Trucks
delegation of decision-making/spending authority
de Montalivet, Camille
dependency, culture of
Descarpentries, Jean-Marie
devolution of responsibility. See also decentralization
Ahlsell
Borealis
changing processes before
continuous
given versus taken
Handelsbanken
Leyland Trucks
as management philosophy
devolution of strategy
direction versus detailed planning
disconnection of people
drill downs
Ebbers, Bernard
economic value added (EVA)
education
employees
benefits
and change process
finding/keeping the best
overcoming resistors
reconnecting front-line people to organization
recruitment
support for front-line
turnover
empowerment
benefits of
guise of
infrastructure for
Leyland Trucks
and open information
of teams for value-creating actions
Enron
enterprise resource planning (ERP) system
enterprisewide information systems/rolling forecasts
ethical issues. See also open/ethical information systems
encouragement of ethical behavior
promotion of ethical behavior
reporting practices
standards for information flow
external benchmarks
failures
changing existing processes (U.K. building services company)
Enron
lack of coherence and
pilot programs (U.K. company)
U.S. retail food group takeover
WorldCom
fast actuals
fast-track approvals
finance, role of
financial actuals
Financial Stewardship of Charities (Poffley)
fixed performance contracts
fixed performance targets
fixed price options
flash forecasts
Fokus Bank
Ford Motor Company
forecasts
accurate
flash
rolling
stretch
Forsberg, Anders
fraud
freedom for employees. See also decision-making freedom
front-line employees
managers
sales units
teams
future performance gaps
gains/benefits, consolidating
gaming the numbers
getting started
goals/goal setting
aspirational goals
benchmark
generic goals for future management
Handelsbanken
and performance expectations
process of (Borealis)
relative to external benchmarks
for relative improvement
relative to internal peers
Rhodia
governance/governance frameworks
Ahlsell
basing controls on effective
boundaries of
building clear
encouragement of good
Handelsbanken
Leyland Trucks
proposing changes to board
strengthening of
Grevelius, Sven
Grönstedt, Lars
Groupe Bull
Haglund, Gunnar
Hamrin, Ulf
Handelsbanken
adaptive processes
benchmarking
“customers first” principle
decentralization
devolution of responsibility
employees
empowerment model
front-line employees
management model
performance improvements
performance management framework
recruitment
responsibility for performance
rewards
high performance organizations
honesty
IBM
IKEA
implementation approaches, lessons learned from
incentives. See also rewards
information. See also open/ethical information systems
access to
fast/open
flows of, across the business
reporting schedules
sharing bad news
standards for ethical flow of
initiatives
innovation
continuous
fostering
Handelsbanken
inputs of review process
integrative power of tools
internal markets
internal peers, and goal setting
Jackson, Lesley
job security
Johnson, H. Thomas (Tom)
Kamprad, Ingvar
Kaplan, Robert
key performance indicators (KPIs)
benchmark goals and
providing parameters for
and review process
weighting
Kidder Peabody
knowledge sharing
KPIs parameters
lack of coherence
lagging/leading indicators
leaders/leadership. See also decentralization
benefits to
“coach and support” style
principles for
Leadership and the New Science (Wheatley)
league tables
lessons learned
letting go
Leyland Trucks
centralized mind-sets, changing
“customers first” principle
devolution of responsibility
initiative program support
performance improvements by
Lindskog, Magnus
malpractice
management issues. See also systems and tools
actions and coordination/control
devolution of responsibility, philosophy of
management by exception
management by fear culture
management report formats
“managing their earnings” practice
“managing the numbers,”
models, goals for new
of short-term capacity
time spent on budgeting
managers
branch
focus on continuous value creation by
values of
markets/marketing
anticipate and respond approach to
internal
product-led approach
Mårtensson, Arne
master budgets
measuring performance
medium-term strategy cycle (steps 1–4)
mind-sets. See centralized mind-sets, changing
misrepresentation
models
activity-based management (ABM)
Balanced Scorecard
benchmarking
command and control
customer relationship management
designing/implementing new
discounted cash flow (DCF) decision models
enterprisewide information systems /rolling forecasts
goals for new management
networked organizational
performance management
shareholder value
momentum, maintaining
morale
motivation
mountaineering metaphor
MRP II (manufacturing requirements planning)
multilevel performance
networked organizational model
networking small teams
NIH (not invented here) syndrome
Norton, David
numbers
changing soft to hard
fudging
gaming the
meeting, not beating
predicting
Oliver, John
One Truth, provision of
open/ethical information systems
Ahlsell
IKEA
Handelsbanken
Leyland Trucks
support for
operational resources
outline vision, creation of
outputs of review process
PACCAR (Leyland Trucks)
payment by results systems
peer-based performance reviews
peers, internal
performance
annual performance trap
appraisal formula
basing rewards on multilevel
controlling
drivers of
evaluations
high performance organizations
key performance indicators
measuring/controlling
paying for
peer-based reviews
rankings
reinforcement of improvement
relative
responsibility for
review process
and stretch goals
performance climates
Ahlsell
Handelsbanken
Leyland Trucks
performance management model
piecework culture
pilot programs, failure of (U.K. company)
Pinçon, Jacky
planning
action plans
agreed-upon
inside-out processes
new methodology designs
planning cycles
Poffley, Adrian
political skills
Poskett, Charlie
power, transfers of
predict and control model
principles of adaptive processes. See adaptive processes
principles of governance framework
principles of radical decentralization. See decentralization
problems of budgeting. See budgeting
process of budgeting. See budgeting
product-led approach to marketing
profitability
profit centers
profit sharing
projects
purpose, common
Quakers, belief systems of
quality as performance indicator
quality of life
quick wins
radical decentralization. See decentralization
ranking of performance
Rappaport, Alfred
recognition
recruitment
relationships, across the business
relative improvement contracts
relative performance
relative success
relativity
Relevance Lost: The Rise and Fall of Management Accounting (Johnson)
removal of barriers to change. See barriers to change, removal of
report formats
reporting schedules
resistance
resources/resource management
acquiring
allocation of resources
asking for more
availability of resources
Borealis
branch
enterprise resource planning (ERP) system
Handelsbanken
internal markets for operational resources
Rhodia
sharing
statement of resources
tools for team support
responsibility. See also devolution of responsibility; team-based responsibility
for performance
for results
and results analysis
taking versus giving
for value creating decisions
responsiveness
results, responsibility for
return on capital expenditure (ROCE)
return on equity (ROE)
return on sales (RoS)
rewards
basing of, on relative improvement contracts
bonuses
changing
Handelsbanken
Rhodia
and stretch goals
Rhodia
adaptive process/continuous value creation
rewards
start of process at
risks
avoiding
challenging
consideration of
roles of finance, rethinking
rolling forecasts
root causes, understanding
scandals, British accounting
Schein, Edgar
Scorecard. See Balanced Scorecard
SEC (Securities Exchange Commission)
seminal moments
Senge, Peter
shared values
shareholder benefits
shareholder value models
short-term capacity, management of
short-term operating cycle (O1–4)
short-term wins
Sight Savers International (SSI)
SKF, perceptions of finance people at
solutions, providing customized
spending practices
statements of company behaviors
strategic analysis
strategic imperatives
strategic reviews
strategies
devolving to business unit teams
formulation of
involvement of employees in
non-fixed
process, at business unit (BU) level
Strategy-Focused Organization, The (Kaplan and Norton)
stretch forecasts
stretch goals. See also goals/goal setting
studies
best practices
budget games/manipulation
choice of firms by employees
styles of leadership. See leaders/leadership
success
basing teams’ rewards on
ensuring sustainable
of groups, basing rewards on
high-performance climate based on relative
sustainable
support, for front-line people
Svenska Handelsbanken. See Handelsbanken
systems and tools
activity-based management models
Balanced Scorecard
benchmarking models
customer relationship management models
enterprisewide information systems /rolling forecasts
for goal setting
shareholder value models
using integrative power of
takeovers
target setting
team-based responsibility
Ahlsell
for goal setting
Handelsbanken
Leyland Trucks
management of performance
teams
basing rewards on success of
branch
decision-making freedom for
devolving strategies to business unit
empowerment for taking value-creating actions
letting down the team
performance responsibility by
response to customer demands by
responsibility for value creating decisions of
sharing of knowledge by
small/customer-oriented
strategy reviews by local
Tirouflet, Jean-Pierre
tools. See systems and tools
total customer profitability
training
transfer charges
transfers of power/authority
trend analysis
trust
truth
twenty-first century management. See beyond budgeting model
twin peaks of beyond budgeting
UBS (Union Bank of Switzerland)
U.K. building and contracting industry
unscrupulous practices
U.S. Army/Marines
value adding. See also shareholder value models
value-based management (VBM)
value creation
adaptive process/continuous
continuous
empowerment of teams for actiontaking
Handelsbanken
value drivers
values, company
virtuous organizations
vision of management model. See beyond budgeting model
vision statements
Volvo Cars
Wallander, Jan
waste reduction
Welch, Jack
Wheatley, Margaret
wisdom, challenging conventional
zero-base budgeting (ZBB)
zero cost growth initiative