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Beyond Budgeting Transformation Network Master Courses


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Become a Master in the Beyond Budgeting Mindset and use the knowledge for your organization.
Introduce yourself to the \"Principle Master Course\", the \"Transformation Master Course\" and the \"Cell-Structure-Design Master Course\".

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Beyond Budgeting Transformation Network Master Courses

  1. 1. Make it real! beyond budgeting > transformation network. “Beyond Budgeting” Master Courses Get to know the BBTN’s unique course programs © 2008 - Niels Pflaeging - Gebhard Borck
  2. 2. bbtn courses Titelmasterformat durch Klicken About the BBTN bearbeiten The BBTN was founded in early 2008, order to take the Program 1: 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, independent 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. • Dritte Ebene The BBTN´s vision is: “The Beyond Budgeting model is 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 all course programs on 2 © 2008 - Niels Pflaeging - Gebhard Borck
  3. 3. 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 Achieve mastery in the Beyond Budgeting model • Zweite Ebene • Look forward to: Fresh ideas and upsetting visions for your organization. as a participant in highly interactive group meetings, If you are not willing to develop a fresh idea or 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 stewards: Your course Ebene 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. • Fünfte Ebene MetaManagement Group, a consulting firm based in 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 flow to ensure that every member receives the maximum awarded with the 2006 Financial Times Germany Best 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 to management and group communication methods and are expected to implement. From the experts, based on his experiences on how change really members also learn strategies and fresh perspectives works. He is widely regarded as a frank and practical that they can immediately apply to their businesses. consultant. One who calls a spade a spade. 24 © 2008 - Niels Pflaeging - Gebhard Borck
  4. 4. 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
  5. 5. 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 the question. We have dedicated more than 10 years of research to the problem. We have come up with thrilling, attractive and tantalizingly 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
  6. 6. course idea Titelmasterformat durch Klicken The Principles Master Course: The key to creating high-performance bearbeiten organizations lies in 12 principles… 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 Dritte Ebene good solutions to never-before-thought-of problems, as rules they occur regularly in your everyday work life. not on , Principles, by contrast, don't just apply to known • Vierte Ebene problems. You don't need to be aware of all possible principles. situations. You adopt them to whatever situation while they are happening. Principles are like guidelines that • but on help you testing whether your actions are aligned with Fünfte Ebene your principles, or not. If not, you have to search 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 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
  7. 7. 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 • Textmasterformate durch Klicken bearbeiten accountable teams, not as centralized functions. 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 1. Choose the principle you • Vierte Ebene self management; don’t restrict it hierarchically. are most interested in. 7. Goals - Set relative goals for continuous 2. Think it through for your improvement; don’t negotiate contracts. existing organization. Evalu- • Fünfte Ebene 8. Rewards - Reward shared success based on relative performance, not fixed targets. ate upsides & downsides, 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
  8. 8. 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
  9. 9. 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
  10. 10. course idea Titelmasterformat durch Klicken The Transformation Master Course: Understand how “Change” and bearbeiten “Double Helix Transformation” differ. Double Helix Transformation is the answer to the question: “How can we maturate 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 designing painting over what's fantasies 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 an 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 under-stand 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
  11. 11. program Titelmasterformat durch Klicken Differences between traditional change and the Double Helix approach. bearbeiten Traditional change focuses on: • managing a structured, linear process, • thinking through all steps & solutions in a small group, • Textmasterformate durch Klicken bearbeiten before confronting all others with the actual problems, • avoiding conflict & confrontation, by negotiating compromises up-front, before really facing the conflict, • Zweite Ebene • “convincing” employees, • having only a small group that is aware of the project's big picture, • Dritte Ebene • making big changes (e.g. software investments) right at the beginning of the initiative, in order to build up pressure during the process. • Vierte Ebene Double Helix Transformation focuses on: • awakening and communicating purpose, to make the 1. DHTF - what it is and why it is the correct approach to organization as a whole responsible for its reality, become a Beyond • Fünfte Ebene • making everyone the offer to join in, by making a strong case for change, • letting people decide individually (over and over again) Budgeting organization. 2. Tools and methods - which strongly differ from about them taking part in the changes, and facing the traditional approaches. consequences out of their decisions, 3. Your reality - adapt the DHTF to your organization. • giving emotions room, so that fear, euphoria, anger, 4. Support another skepticism and fun can be expressed and not being participant to do the same. prevented, • making everybody understanding the big picture, before asking to take action, or to make fundamental changes, • letting people change their own organizational structure and processes. 15 © 2008 - Niels Pflaeging - Gebhard Borck
  12. 12. 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
  13. 13. 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
  14. 14. 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 empowerment in an organization is by turning it into a network of cells. Learn how to create cells (instead of departments) which are capable to interact situational and don’t need orders to be controlled - just market pull. Create a network of these cells that makes business simple and straight as you ever wanted 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
  15. 15. 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 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 • Dritte Ebene internal 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. 1. Think about a problem within your organization for What characterizes a truly networked structure? which you lack a solution. • Fünfte Ebene • It gains stability not through power relationships, but by the “pull” from the “market”, and it is not 2. Imagine possible solution scenarios with the other participants. resistant to pressure. 3. Exercise to design a • It is transparent, through open information systems. working cell structure for • It shows its internal interactions in a simple manner, your problem. based on “market” and “pull” relationships. 4. Support another participant to do the same. • It creates a shared understanding of the “inside” “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
  16. 16. 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: to learn 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. • Fünfte Ebene – Pay a fixed price of EUR 1.800,00 (plus VAT where 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 partici- pate 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
  17. 17. sign up now! beyond budgeting > transformation Sign up for the course, by mailing us this subscription form! network. • By email to or • 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 Skype: npflaeging Skype: gborck © 2008 - Niels Pflaeging - Gebhard Borck