A Tale of Two Agile World Series

About

The Agile Manifesto came out in 2001. Today, it seems that everyone is on the Agile bandwagon, making it fairly common in many workplaces. Still, whether a company is already established with Agile or just starting on their Agile journey, resistance to Agile, abounds. How is that manifested in such organisations? Where are the sources of the opposition? Do they come from People? Executives? Middle management? Individuals? All of the above? Or do they come from departments such as Engineering? HR? Programme Management? Everywhere?

Introducing “A Tale of Two Agile Worlds”:

In Episodes 1-3, we’ll look at senior management’s resistance from both the UK’s and the US’s perspectives. In Episodes 4-6, we’ll look at middle management’s, team’s and individual’s resistance. We’ll compare and contrast the manifested behaviours of resistance to Agile – both overt and covert forms. We’ll see how the people perceive and react to them. We’ll also dive deeper into understanding the various sources of the resistance.

Through the UK and US viewpoints, are we going to find the problems divergent across the pond, or are they ubiquitous? And would we be able to find the same solutions to the middle management, team and individual resistance problem?

[Episode 8] Beyond Budgeting: 25 Years of Management Innovation – Our Agile Tales

Welcome back to Our Agile Tales as we continue our conversation with Bjarte Bogsnes, exploring case studies from his latest book, This Is Beyond Budgeting. The book distills nearly three decades of experience challenging traditional budgeting, targets, and control-based management.In this final episode of the series, we discuss with Bjarte what distinguishes business models (external interaction) from management models (internal organization). He introduces the Viable Map, inspired by the Business Model Canvas, to help management teams assess their management model against the 12 Beyond Budgeting principles, considering business environment from SUSO (simple, understood, stable, orderly) to VUCA and employees on a Theory X–Y scale. He emphasizes the need for coherence between values/purpose-based leadership claims and often “fixed” budgeting processes, calling mismatches “poisonous gaps.” He argues listed companies can adopt beyond budgeting, as markets want sustainable performance, and recommends starting by separating budget purposes—targets, forecasts, and resource allocation—implemented in parallel. He contrasts beyond budgeting’s enterprise-wide focus with Agile’s origins in software, shares disappointing and rewarding client experiences, and points listeners to bbrt.org and key books.Key topics and timestamps00:00 Welcome and Guest Intro01:09 Business vs Management Models01:59 Viable Map Framework05:16 Assessing Coherence Gaps08:02 Empowerment Needs Process Change09:40 Markets Wall Street Myths12:08 Why Beyond Budgeting Sticks14:34 Where to Start Separating Budgets17:45 Pilots vs Big Bang19:12 Disappointing Transformation Story21:20 Most Rewarding Successes23:06 Learn More About Beyond Budgeting25:20 Wrap Up and Next SeriesAbout Bjarte BogsnesBjarte Bogsnes is Chairman of the Beyond Budgeting Round Table, a former global finance executive, and a leading thinker in management innovation. He is the author of Implementing Beyond Budgeting and This Is Beyond Budgeting, showing how organizations can replace rigid, calendar-driven systems with models built on trust, transparency, and adaptability — creating companies that are both more responsive and more human.Follow Bjarte at:https://www.linkedin.com/in/bjarte-bogsnes-41557910/Music: https://www.purple-planet.comVisit us at https://www.ouragiletales.com/about
  1. [Episode 8] Beyond Budgeting: 25 Years of Management Innovation
  2. [Episode 7] Beyond Budgeting: 25 Years of Management Innovation
  3. [Episode 6] Beyond Budgeting: 25 Years of Management Innovation
  4. [Episode 5] Beyond Budgeting: 25 Years of Management Innovation
  5. [Episode 4] Beyond Budgeting: 25 Years of Management Innovation
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