Operating aims and performance sources

Bjarte Bogsnes, Implementing Beyond Budgeting: Unlocking the Performance Potential, second edition (Wiley, 2016), chapter 4, printed pp.142–159 and 182–190, supplies the developed historical practice account used in OPS.21–22. Jeremy Hope and Robin Fraser, Beyond Budgeting (Harvard Business School Press, 2003), chapters 4–5, pp.69–116, connects targets, current outlook, provision, coordinated action and assessment, including implementation failures when the wider management uses remain unchanged. The adopted connection does not prescribe either source’s complete organizational model.

Bukh, Ringgaard and Sandalgaard, “Moving beyond Beyond Budgeting” (2025), pp.1221–1244, examines one Scandinavian bank that abandoned and later reinstated budgets. Its retrospective interviews and documents show changing uses of forecasts alongside retained or restored budget controls. This supports inspecting actual uses and permitting qualified combinations, not a universal verdict for or against budgeting. One author disclosed a board position. The case supplies no general causal estimate of performance gains. OPS.21–22 retain the functional distinctions and reopen the arrangement when practice contradicts its intended use.

The forecasting text’s distinction between forecasting, goals and planning supports keeping expectation, intended result and action separate. It does not choose the operation’s aim or settle an assessment. The repertoire therefore combines those supplied distinctions with a developed construction of the aim and subsequent judgement, rather than asking a forecast to perform every management function.