This article summarises the research conducted in Turkey’s top 500 industrial companies. The aim of the research was to test the criticisms towards Traditional Budgeting and to understand if Better and Beyond Budgeting approaches are desirable in the current environment.

We all know the budget and we all hate it! So why do we continue to do it when it represents a static picture of the world seen at one moment in time? It’s not like we haven’t realized that the world is a lot more dynamic these days.

Bjarte Bogsnes, Senior Advisor Performance Framework at Equinor (formerly Statoil) and Chairman Beyond Budgeting Roundtable, shares how Statoil has embraced the Beyond Budgeting principles to develop an “Ambition to Action Model”.

Although Beyond Budgeting is about so much more than just budgets, our name tends to draw people, at least initially, towards the budget word. Once there, cost management often pops up as the number one issue, for obvious reasons. How can we manage cost without a budget?

Increasingly, managers are now looking to change the corporate planning process and replace the traditional annual budget with rolling forecasts, 12, 13 or 15 months ahead. What is the reason for this development?

Traditional budgeting has for a long time been criticized for encouraging counterproductive behaviour, hindering growth and wasting time on useless exercises. In recent years, the Beyond Budgeting methodology has gained ground as an alternative.