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The Leader's Dilemma: How to Build an Empowered and Adaptive Organization Without Losing Control Hardcover – May 23, 2011


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Editorial Reviews

From the Inside Flap

Drawing on their work within the ‘Beyond Budgeting' movement over the past twelve years including many interviews and case studies Jeremy Hope, Peter Bunce and Franz Röösli set out in this book an executive guide to building a more empowered and adaptive organization based on 12 management principles:

Principle #1 - Values: Bind people to a common cause, not a central plan
Principle #2 - Governance: Govern through shared values and sound judgment, not detailed rules and regulations
Principle #3 - Transparency: Make information open and transparent, don't restrict and control it
Principle #4 - Teams: Organize around a network of accountable teams, not centralized functions
Principle #5 - Trust: Trust teams to regulate and improve their performance; don't micro-manage them
Principle #6 - Accountability: Base accountability on holistic criteria and peer reviews, not on hierarchical relationships
Principle #7 - Goals: Set ambitious medium-term goals, not short-term negotiated targets
Principle #8 - Rewards: Base rewards on relative performance, not fixed targets
Principle #9 - Planning: Make planning a continuous and inclusive process, not a top-down annual event
Principle #10 - Coordination: Coordinate interactions dynamically, not through annual budgets
Principle #11- Resources: Make resources available just-in-time, not just-in-case
Principle #12 - Controls: Base controls on fast, frequent feedback, not on budget variances

These principles will enable and encourage a cultural climate change that will enable your organization to attract and keep the best people as well as drive continuous adaptation, innovation and growth. They define the new management model for the twenty-first century organization.

About the Author

Jeremy Hope is co-founder of the Beyond Budgeting Round Table, a not-for-profit collaborative dedicated to helping organizations improve their management models. He is a chartered accountant and a co-author of Transforming the Bottom Line, Competing in the Third Wave and Beyond Budgeting. He is also author of Reinventing the CFO. He lives in West Yorkshire, England and can be contacted at jeremyhope@bbrt.org.

Peter Bunce is a co-founder of the Beyond Budgeting Round Table (BBRT), a not-for-profit collaborative dedicated to helping organizations improve their management models. He is a Chartered Engineer and has held various posts in manufacturing engineering and collaborative research. He lives in Hampshire, England and can be contacted at peterbunce@bbrt.org.

Franz Röösli is a professor and management trainer at the University of Applied Sciences North Western Switzerland (FHNW) and Director of the Beyond Budgeting Round Table (BBRT), an international shared learning network for management development. He has experienced many years in management positions in different industries. He lives in Switzerland and can be contacted at franz.roeoesli@bbrt.org.

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Product Details

  • Hardcover: 344 pages
  • Publisher: Jossey-Bass; 1 edition (May 23, 2011)
  • Language: English
  • ISBN-10: 1119970008
  • ISBN-13: 978-1119970002
  • Product Dimensions: 6.4 x 1 x 9.4 inches
  • Shipping Weight: 1.4 pounds (View shipping rates and policies)
  • Average Customer Review: 4.8 out of 5 stars  See all reviews (6 customer reviews)
  • Amazon Best Sellers Rank: #984,896 in Books (See Top 100 in Books)

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Customer Reviews

4.8 out of 5 stars
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Overall the ideas in this book are good and the model sound.
C. M. Cotton
This is a great book that helps understand a more effective way of managing organizations.
Steve Player
And it is radically different from the way most organizations are managed today.
Robin

Most Helpful Customer Reviews

4 of 4 people found the following review helpful By Robin on July 7, 2011
Format: Hardcover
This subtly titled book (The Leader's Dilemma) is about far more than it seems. It describes in 12 easy-to-follow principles the alternative to the traditional `command-and-control' management model. This IS the future of management. And it is radically different from the way most organizations are managed today. This is not just the opinion of the authors, but is based on the work done over more than a decade by the BBRT, an international membership collaborative in which some 60 business organizations and academic members currently participate, and many more have contributed over the years. The book summarizes the ideas of recognized thought leaders and the actual practices in companies like Handelsbanken, Toyota, Southwest Airlines, Egon Zehnder, WL Gore, dm-drogerie markt and HCLT. These companies use management models that are based on the principles described, and they believe their models are a major source of competitive advantage. Everyone, particularly leaders in organizations, can gain a good understanding from the book of where and how their organizations' performance can be improved and thus how they can become sustainably competitive. While implementation is a challenge that must be led by CEOs with the support of their boards, the effort required will be repaid many times over from the benefits in prospect.
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3 of 3 people found the following review helpful By C. M. Cotton on August 6, 2013
Format: Hardcover
I have been a management consultant and serial entrepreneur for most of my adult life. I have used an MA in Business Economics and over 20 years of international business experience to teach other companies how to do what they do, better than their competitors. I am therefore always on the look out for good management books, that go beyond the norm of empowerment and creating a horizontal rather than a vertical management structure. This book fits that bill.

It is divided into 12 chapters plus an introduction, which look at each facet of management change that must happen in a modern large scale concern. The introduction chapter spends a great deal of time justifying why a new approach is needed. Virtually every premise it gives I agree with. There is no doubt that the old command and control management system is no longer working in most sectors. Companies must adapt because, customers have more power within a global market place, they are not as loyal as they may once have been, there is more perfect information due to information proliferation, so consumers can make better more informed choices. This means that companies need faster ways to respond to these changes and that life cycles of products, strategies and business models are shrinking and that entry costs into markets have greatly reduced in a lot of different sectors. Therefore, management and businesses must be able to respond quickly to the ever changing demands of the consumer driven market.

The book therefore argues that the old top down command structure needs to change as it is too slow to adapt to changing market conditions.
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1 of 1 people found the following review helpful By Pedro L San Martin R on August 25, 2013
Format: Kindle Edition Verified Purchase
Financial models for planning, budgeting and forecasting are typical of longer useful in decision-making. Today organizations need to improve their models and decision-making processes and this book provides this excellent reference.
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The Leader's Dilemma: How to Build an Empowered and Adaptive Organization Without Losing Control + Future Ready: How to Master Business Forecasting + Beyond Performance Management: Why, When, and How to Use 40 Tools and Best Practices for Superior Business Performance
Price for all three: $68.85

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