My keynote at AgileNOIDA

1. Tathagat Varma
ThoughtLeadership.in
Pic: h7p://bbrt.org/wp-content/uploads/2014/11/BBI.jpg

2. 2014:
Founded “Thought
Leadership”
2015:
Wrote “Agile Product
Development”
(2016):
Thinking…
ideaQng...wriQng
Agile Cultures

5. Are “Budgets” the culprit?
The budget is a tool of repression rather than
innovaQon – Bob Lutz, Ex-CEO, Chrysler
BudgeQng is an unnecessary evil – Dr. Jan
Wallander, Hon President, Svenska
Handelsbanken
The budget is the bane of corporate America –
Jack Welch, Ex-CEO, GE
Courtesy: Beyond BudgeQng

6. Old budgeQng model…
Courtesy: Beyond BudgeQng

7. …in a new changing environment?
Courtesy: Beyond BudgeQng

8. BudgeQng?
“The word ‘budgeQng’ is not used in its
narrow sense of planning and control, but
as a generic term for the tradi/onal
command and control management
model (with the annual budget process at
its core). In this context it describes both a
management culture and a performance
management system.”
h7p://bbrt.org/about/what-is-beyond-budgeQng/

9. Beyond BudgeQng?
• Beyond BudgeQng’ means beyond command-and-
control toward a management model that is more
empowered and adap/ve.
• Beyond BudgeQng is about rethinking how we
manage organizaQons in a post-industrial world
where innovaQve management models represent the
only sustainable compeQQve advantage. It is also
about releasing people from the burdens of sQfling
bureaucracy and suffocaQng control systems,
trus/ng them with informaQon and giving them
/me to think, reflect, share, learn and improve.
h7p://bbrt.org/about/what-is-beyond-budgeQng/

10. • “Beyond BudgeGng…
is a posiGve idea that
uses the
abandonment of
budgeGng as a
trigger for improving
the enGre
management control
process.”
• It’s a model, not a
tool!

11. 12 Principles (2011)
Leadership
Governance
and
Transparency
Values Governance Transparency
Accountable
Teams
Teams Trust Accountability
Process
Goals
and
Rewards
Goals Rewards
Planning and
Controls
Planning CoordinaQon Resources Controls
h7p://bbrt.org/about/the-beyond-budgeQng-principles/

25. Ok, so Agile at teams level and this
new thingy at Org level?
CompaQble organizaQonal values
Complementary to each other
Decision-making by empiricism

26. References
• Who Needs Budgets? – Jeremy Hope and Robin Fraser,
h7ps://hbr.org/2003/02/who-needs-budgets,
• Beyond BudgeQng: A Proven Governance System
CompaQble with Agile Culture,
h7p://www.agilealliance.org/files/1514/0363/7286/
BeyondBudgeQngAgileWhitePaper_2014.pdf
• Case Report: Handelsbanken: Consistency at its best
• Taking reality seriously – towards a more self-
regulaQng model at Statoil,
h7p://www.managementexchange.com/story/taking-
reality-seriously-towards-more-self-regulaQng-
management-model-statoil