BBTN-T02 - Master Courses

bbtn courses Titelmasterformat durch Klicken About the BBTN bearbeiten The BBTN was founded in early 2008, in order to take Program 1: the Beyond Budgeting movement to a new level. Principles The reason: As understanding of the emerging new model has become more wide-spread, we believe now is Master Course • Textmasterformate durch Klicken bearbeiten the time for gathering organizations around the world, regardless of their size, industry or location, to make it real. The commitment of the BBTN thus is to • Zweite Ebene continue the Beyond Budgeting movement in a way that is consistent with the need for practical transformation. The BBTN´s vision is: “The Beyond Budgeting model is • Dritte Ebene Program 2: the standard management model.” Transformation, in Transformation consequence, is for everyone. Period. • Vierte Ebene Master Course Our mission is to help organizations to transform their management models from command & control to beyond budgeting, in order for them to sustain superior • Fünfte Ebene competitive success. The BBTN is the most important platform for achieving transformation and improving the model. This brochure outlines the BBTN´s proprietary worldwide “master course” offerings, which are a stepping stone to achieving transformation, in practice. An overview over Program 3: the three courses currently offered by the BBTN is shown Cell Structure on the right. All courses are designed to provide specific Design Course support for people who want to learn more about how to make it real. You can access full information about the seperate course programs on www.bbtn.org. 2 © 2008 - Niels Pflaeging - Gebhard Borck www.bbtn.org

course concept Titelmasterformat durch Klicken This awaits you: bearbeiten • 3 days of serious fun. You can expect a smart, profound, emotional and mind-boggling quest, set over a period of 3 to 5 months • Textmasterformate durch Klicken meetings. The group bearbeiten • Let’s get intimate. Max. group size is 6 participants. • Meetings are hosted by participants • Look forward to: Fresh ideas and upsetting visions Achieve mastery in the Beyond Budgeting model • Zweite Ebene for your organization. If you are not willing to develop a fresh idea or as a participant in highly interactive group meetings, during three full days, with up to 5 other top managers, vision for your organization: Don’t come. presidents or business owners. • Dritte Ebene In a high-trust setting, participants grapple with the 12 principles of the Beyond Budgeting model and with how they can use the principles to improve their businesses. • Vierte Ebene Your course stewards: They share hard-earned expertise and newly minted ideas, in order to reach better solutions for their • Niels Pflaeging is a BBTN Director, and president of organizations. MetaManagement Group, a consulting firm based in • Fünfte Ebene Sao Paulo, Brazil. Niels´ second book “Leading with flexible Targets. Beyond Budgeting in Practice” was Each meeting is professionally facilitated by an expert in Beyond Budgeting, who guides both the content and the flow to ensure that every member receives the awarded the 2006 Financial Times Germany Best maximum return on the time they invest. Business book award. Prior to co-founding the BBTN, he was a director with the prestigious BBRT. The group meetings entail candid give-and-take, where trusted peers ask each other tough, in-depth questions • Gebhard Borck is a BBTN director, and president of that get to the heart of any business problem. As part of gberatung, a consulting firm based in Pforzheim, these meetings, members receive direct and honest Germany. Gebhard develops and applies change feedback, and derive actionable ideas that they want and management and group communication methods are expected to implement. From the experts, members based on his experiences on how change really also learn strategies and fresh perspectives that they can works. He is widely regarded as a frank and practical immediately apply to their businesses. consultant. One who calls a spade a spade. 8 © 2008 - Niels Pflaeging - Gebhard Borck www.bbtn.org

Make it real! beyond budgeting > transformation network. “Beyond Budgeting” Principles Master Course Learn how to apply the 12 principles of the model, in any given organization © 2008 - Niels Pflaeging - Gebhard Borck www.bbtn.org

Make it real! beyond budgeting > transformation network. “Do you really need management? I mean: really?” You may think: ‘WHAT? These guys want to sell us, company owners, CEOs and top managers a course – and the way they do it is to outright question management? They can’t be serious!’ But YES, that's exactly what we want to do. And we mean it! Decades of little or no meaningful improvement in the way organizations around the world are managed should make us wonder. The question “Do we need management at all?” is not just a fair one. It is an inevitable one. We have dedicated more than 10 years of research to the problem. And came up with thrilling, attractive and tantalizing answers. An appetizer? Take this: ‘Management has been outsourced a long time ago! Yours, too.’ Welcome to the Principles Master Course. © 2008 - Niels Pflaeging - Gebhard Borck www.bbtn.org

course idea Titelmasterformat durch Klicken The Principles Master Course: The key to creating high-performance organizations lies in 12 principles… bearbeiten It is crucial to Beyond Budgeting that it is not based on rules, but on principles. Unlike other management concepts, Beyond Budgeting is neither a tool, nor is it a • Textmasterformate durch Klicken bearbeiten one-size-fits-all solution. It is a model, and a mindset. The difference between rules and principles is that for setting up rules, you need to analyze every possible • Zweite Ebene situation before facing it. Rules are based on a “If-this- happens-do-that” logic. Whenever an unknown situation • A model based occurs, rules fail. They just don't support you in finding good solutions to never-before-thought-of problems, as Dritte Ebene rules they occur regularly in your everyday work life. not on , Principles, by contrast, don't just apply to known problems. You don't need to be aware of all possible • Vierte Ebene principles. situations. You adopt them to whatever situation while they are happening. Principles are like guidelines that • but on help you test whether your actions are aligned with your Fünfte Ebene principles, or not. If not, you have to search for another way to solve the problem. Understanding this difference, you are able to adopt Beyond Budgeting principles to your firm or to situations you encounter at your work – anywhere, at all times. Still, we have learned that it needs some practice to understand the combination of the principles of the Beyond Budgeting model. This is because the model is based on a set of 12 coherent principles, and only applying the full set of principles will reward your organizations with the superior results the model offers. To get you practicing the model, in the context of your work, we designed the Principles Master Course. 6 © 2008 - Niels Pflaeging - Gebhard Borck www.bbtn.org

program Titelmasterformat durch Klicken The 12 principles of the model. 1. 2. bearbeiten Customers - Focus everyone on their customers, not on hierarchical relationships Organization – Organize as a lean network of accountable teams, not as centralized functions. • Textmasterformate durch Klicken bearbeiten 3. Autonomy - Give teams the freedom and capability to act; don’t micro-manage them. • Zweite Ebene 4. Responsibility – Enable everyone to think and act like a leader, not merely follow ‘the plan’. 5. Values – Govern through a few clear values, • Dritte Ebene 6. goals and boundaries, not detailed regulations. Transparency - Promote open information for self management; don’t restrict it hierarchically. 1. Choose the principle you • Vierte Ebene 7. Goals - Set relative goals for continuous are most interested in. 2. Think it through for your improvement; don’t negotiate contracts. existing organization. Evalu- ate upsides & downsides, • Fünfte Ebene 8. Rewards - Reward shared success based on relative performance, not fixed targets. together with the group. 3. Interconnect it with 9. Planning - Make planning a continuous and the other principles. inclusive process, not a top-down annual event. 4. Exercise to design solutions that provide 10. Controls - Base controls on relative indicators coherence of the model. and trends, not variances against plan. 5. Support another 11. Resources - Make resources available as participant to do the same. needed, not through annual allocations. 12. Coordination - Coordinate interactions dynamically, not through annual planning cycles. 7 © 2008 - Niels Pflaeging - Gebhard Borck www.bbtn.org

Make it real! beyond budgeting > transformation network. “Beyond Budgeting” Transformation Master Course Learn to lead your organization in transformation, applying the Double Helix Framework © 2008 - Niels Pflaeging - Gebhard Borck www.bbtn.org

Make it real! beyond budgeting > transformation network. “Leadership model transformation is like making wine. Managers who operate by metrics, paperwork, and numbers might say: ‘OK, we’ve analyzed wine. It has sugar in it. It has pulp. It has yeast. It has grapes.’ So, they'd dump those ingredients in a pot, stir it, drink it, and say, ‘but this doesn’t taste like wine!’ and wonder why. It’s because the wine had to go through a process. They may have had the components right, but they overlooked the principles for transforming grapes and water into wine. Want to know how to make superb organizational wine?” Welcome to the Transformation Master Course. © 2008 - Niels Pflaeging - Gebhard Borck www.bbtn.org

course idea Titelmasterformat durch Klicken The Transformation Master Course: Understand how “Change” and “Double Helix Transformation” differ. bearbeiten Double Helix Transformation is the answer to the question: “How can we mature to become a Beyond Budgeting organization – just like grapes mature into • Textmasterformate durch Klicken bearbeiten wine?” The course was developed to help you change stop from hierarchical command and control to Beyond Budgeting. Based on the assumption that the world has • Zweite Ebene already changed, the challenge is to “get even” with reality for good, instead of repeatedly design fantasies painting over what's about how to make the old model work again. • Dritte Ebene long broken… The Double Helix Transformation Framework (DHTF) is a new approach that allows firms to change their management model in a coherent way, to align with • Vierte Ebene Beyond Budgeting principles. Transformation is not just • …start another change initiative – it is the ultimate challenge to become fit for the knowledge economy. Fünfte Ebene Check out how and why to do DHTF, for it is not just a looking at new method or a set of workshops. It means adopting a new mindset. To make it work, you need to understand the differences between DHTF and other change approaches. Find out why change should be situational, possibilities! why it needs a “zone setting” and no milestones to get it done, and how change becomes true for all people involved – without planning by a small group of powerful players and subsequent rollout. Experience a thrilling and outstanding quest into understanding the obsta- cles you face in a Double Helix Transformation. Find out how this is about “change forever” and different from “make some corrections here, refit something there!” 14 © 2008 - Niels Pflaeging - Gebhard Borck www.bbtn.org

program Titelmasterformat durch Klicken Differences between traditional change and the Double Helix approach. bearbeiten Traditional change management focuses on: • managing a structured, linear process, • thinking through all steps & solutions in a small group, before confronting all others with the actual problems, • Textmasterformate durch Klicken bearbeiten • avoiding conflict & confrontation, by negotiating compromises up-front, before really facing the conflict, • “convincing” employees, • Zweite Ebene • having only a small group that is aware of the project's big picture, • making big changes (e.g. software investments) right • Dritte Ebene at the beginning of the initiative, in order to build up pressure during the process. Double Helix Transformation focuses on: • Vierte Ebene • awakening and communicating purpose, to make the organization as a whole responsible for its reality, 1. DHTF - what it is and why it is the correct approach to become a Beyond • offering everyone to join in, by making a strong case Budgeting organization. • Fünfte Ebene for change first, • letting people decide individually (over and over again) 2. Tools and methods - which strongly differ from about them taking part in the changes, and letting traditional approaches. them face the consequences of their decisions, 3. Your reality - adapt the • giving emotions lots of space, so that fear, euphoria, DHTF to your organization. anger, skepticism and fun can be expressed. Don´t 4. Support another participant to do the same. prevent them!, • making everybody understand the big picture, before asking people to take action and to make fundamental changes, • letting people change their organizational structure and processes themselves. 15 © 2008 - Niels Pflaeging - Gebhard Borck www.bbtn.org

Make it real! beyond budgeting > transformation network. “Beyond Budgeting” Cell Structure Design Course Learn to develop a devolved cell structure for your organization © 2008 - Niels Pflaeging - Gebhard Borck www.bbtn.org

Make it real! beyond budgeting > transformation network. “The notion of dividing an organization… …into functions, and then departments, is fundamentally flawed. Dividing a firm like that, you actually impede work flow, build organizational territories, and drive out initiative and entrepreneurial thinking. You knew all that already? Good! Now, the real news is: There is an alternative. One that is tried and tested. One that really works.” Welcome to the Cell Structure Design Course. © 2008 - Niels Pflaeging - Gebhard Borck www.bbtn.org

course idea Titelmasterformat durch Klicken The Cell Structure Design Course: stop Imagine your firm as a network of bearbeiten cells, instead of relying on hierarchy… thinking like this… Highly devolved organizations are not structured hierarchically. In fact, since hierarchies don’t accept any • Textmasterformate durch Klicken bearbeiten other rulers but the management, or “bosses”, radical decentralization is not possible within structures based on power relationships and hierarchy. Although it is well • Zweite Ebene known that many organizations are ruled by informal networks the common way to make people responsible is by giving them a leading position. • Dritte Ebene However, Beyond Budgeting organizations want to achieve something entirely different: They want …start everybody in a company to be and act responsible, in • Vierte Ebene order to increase the value and wealth. Therefore, a Beyond Budgeting organization never believes in hierarchy, but in empowerment. The best-known and • Fünfte Ebene thinking like that! successfully practiced way to organize for empowerment is to turn it into a network of interrelated cells. Learn how to create cells (instead of departments), which are capable to interact situational, and which don’t need orders to be controlled - just “market pull”. Create a network of these cells that makes business simple and as straight-forward as you always dreamt it to be. Find sexy solutions for never-before-solved problems in your organization, together with your peers, and within a small group setting. For this, we have designed the Cell Structure Design Course! 22 © 2008 - Niels Pflaeging - Gebhard Borck www.bbtn.org

program Titelmasterformat durch Klicken Some guidelines to creating a working cell structure bearbeiten What characterizes a “cell”, within the new model? • It contains several functions, roles and duties, which would be traditionally separated into different • Textmasterformate durch Klicken bearbeiten departments, divisions and areas. A cell integrates functions and roles! • It offers and sells products and/or services on its • Zweite Ebene own, and is completely independent in its decisions about them. • It is customer focused, as it responds only to internal • Dritte Ebene or external clients, not to hierarchy. • It is held accountable by the group leadership and is responsible for it’s own value-creation. • Vierte Ebene • It applies the 12 Beyond Budgeting principles. What characterizes a truly networked structure? 1. Think about a problem within your organization for which you lack a solution. • It gains stability and resilience not through power 2. Imagine possible solution • Fünfte Ebene relationships, or through “resistance from pressure”, but through the “pull” that comes from the market scenarios with the other participants. outside. (Sounds simple? It is!) 3. Exercise to design a • It is transparent, through open information systems. working cell structure for your problem. • It shows its internal interactions in a simple manner, 4. Support another based on “market” and “pull” relationships. participant to do the same. • It creates a shared understanding of the “inside” and “outside” relationships of the organization. • It doesn’t bother with hierarchy, but with value creation streams, based on networking patterns. • It applies the 12 Beyond Budgeting principles. 23 © 2008 - Niels Pflaeging - Gebhard Borck www.bbtn.org

participation Titelmasterformat durch Klicken Who should participate: bearbeiten • You are a top manager, president, company owner or leader from any kind of industry or organization. • You have a serious interest in understanding “how • Textmasterformate durch Klicken bearbeiten deep the rabbit hole goes“. In other words: in learning the nuts and bolts of what the Beyond Budgeting model has to offer to you and your organization. • Zweite Ebene • You have a basic knowledge of the model, and it means more to you than just being a topic for coffee- • Dritte Ebene break small talk. Sign up now! • Vierte You can participate … Signing up: Ebene Or get in touch with the BBTN for further information on this course …as a manager/owner: offering. – Pay a fixed price of EUR 1.800,00 (plus VAT where • Fünfte Ebene indicated) - just EUR 600,00 per program day! – Be available to host one course day …as a privateer: – Pay as you see fit! (you determine the value) – Submit us a good reason why you should participate in the program. We reserve the right to accept or deny your participation, without justification. – Be available to host one course day …as a client: – If you are a transforming client or Beyond Budgeting consulting client, participation is free. – Be available to host one course day. 25 © 2008 - Niels Pflaeging - Gebhard Borck www.bbtn.org

sign up now! beyond budgeting > transformation Sign up for the course, by mailing us this subscription form! network. • By email to niels@bbtn.org or gebhard@bbtn.org • Through the BBTN website registration I confirm my participation in the following course. Please get in touch with me about dates and locations! Principles Master Course Transformation Master Course Cell Structure Design Course Name, First Name: Firm: Street, Nr.: ZIP, City: Country: I will participate as a: manager/owner privateer client (If “privateer”, please indicate above your reason to participate) Date, signature: Niels Pflaeging Gebhard Borck BBTN & MetaManagement Group BBTN & gberatung Al. Santos 1.991, 01419-002 São Paulo – SP, Brazil Fritz-Neuert-Str. 13a, 75181 Pforzheim - Germany niels@bbtn.org Skype: npflaeging www.metamanagementgroup.com gebhard@bbtn.org Skype: gborck www.gberatung.de © 2008 - Niels Pflaeging - Gebhard Borck www.bbtn.org

BBTN-T02 - Master Courses

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