Argues that companies must abandon traditional budgeting contracts in favor of a radical new model that links performance measurement to evolving competitive benchmarks - and shifts the firm's focus from controlling employee behavior to delivering customer value. This book offers a case for breaking free from the budgeting trap.

Acknowledgments; Foreword; Introduction: Toward a New General Management Model; Part I The Promise of Beyond Budgeting; 1. The Annual Performance Trap; 2. Breaking Free; Part II The First Beyond Budgeting Opportunity: Enabling Adaptive Management; Processes; 3. How Four Organizations Introduced Adaptive Processes; 4. Principles and Practices; 5. Insights into Implementation; Part III The Second Beyond Budgeting Opportunity: Enabling Radical Decentralization; 6. How Four Organizations Have Radically Decentralized; 7. Leadership Principles; 8. Embedding the Principles in the Management Culture; Part IV Realizing the Full Promise of Beyond Budgeting; 9. The Roles of Systems and Tools; 10. The Vision of a Management Model Fit for the Twenty-First Century; Glossary; Notes; Index