Beyond Budgeting: Interviewing Peter Bunce on Adaptive Leadership

the Leader's Dilemma

How do you lead a large organization to act like a small one?

That’s the trillion dollar question posed by Peter Bunce. He’s a founder and director of the Beyond Budgeting Round Table. And over the last fifteen years they have honed a set of twelve principles executive leaders can apply to teach their elephants to dance.

I recently got five minutes on camera with Peter at a conference. Watch…
[hana-flv-player video=”″
description=”Christopher Avery interviews Peter Bunce”
autoload=”true” autoplay=”false”
loop=”false” autorewind=”true”

More valuable Beyond Budgeting resources for you

I mind-mapped the twelve principles and more during Peter’s presentations.  I’m happy to share it.

Download my mind map in PDF. Or, download my mind map in modifiable MM (open with FreeMind, an open source mind-mapping app)

Learn more about the Beyond Budgeting Round Table

Learn more about The Leader’s Dilemma book.

To help you implement Beyond Budgeting, get Christopher’s best team building and leadership strategies collected over two-plus decades of solving teamwork problems for smart people. Attend the acclaimed Creating Results-Based Teams workshop, or get this FREE Special Report while it lasts: The Five Flawless Steps to Building a Strong Executive Leadership Team.

Christopher Avery, PhD, is a recognized authority on how individual and shared responsibility works in the mind and an advisor to leaders worldwide.

Break through problems, accelerate your growth, and skyrocket performance with The Leadership Gift Program.

Proven. Exceptional reputation. Flexible to fit your life. Learn more now...

This entry was posted in Leadership, Recommended Resources and tagged , , . Bookmark the permalink.

4 Responses to Beyond Budgeting: Interviewing Peter Bunce on Adaptive Leadership

  1. Great Video!

    I never believed in budgets myself and I have never seen one that ends up on the numbers. Costs are higher and sales are lower. And why stretch if you meet the plan, one year later?

    Thinking about the agile manifesto, it’s interesting to apply it to other processes beyond software development. Sales and marketing organisations start to adopt and why not finance? Iterative financial planning, learning and adoption fits very well with a Scrum like process. Is there any function in the enterprise that could not use agility?

    • christopher says:

      Thanks Anders. I appreciate your taking a look and commenting.

      Your second paragraph asks “Is there any function in the enterprise that could not use agility?” I have two answers to that.

      One answer is “Indeed.” This is the typical answer from an agilist.

      Here’s another answer I’ve been advancing lately in Cutter Email Advisors, recent keynotes and presentations, and in my Leading Agile Change for Executives workshop (so Anders this is not directed at you personally at all — I direct this at the culture you and I are a part of):

      The statement can be seen as “Agile” centric. Without diminishing in any way the exceptional contributions world-wide of the Agile movement, I believe such agile-centrism is a growing impediment to more rapid adoption of what agile stands for.


      If you search you will find excellent applications of complexity science to many other business domains — like strategy and management, large scale change, budget processes and more. For instance Beyond Budgeting is older than the Agile Manifesto. Why ask our leaders to adopt agile, why not ask them to take a look at Beyond Budgeting or any of a handfull of other frameworks which (a) are positioned for them already, and (b) rooted in the same principles in which agile is rooted?

      I encourage those who want to agilize everything else to discover the great adaptive thinking that is there already — that is, if they really want to encourage change.

  2. To me “agile” has dressed a number of values that I have developed and carried with me over the years, with a name. But I agree that agile-centricism might stop leaders from adopting the “roots” of the framework.

    To try to lock into any specific framework is not very adaptive in the end, but to me the word agile embraces the important principles of transformation and has a good ring to it since its meaning is very descriptive. However, it has become associated with IT nowadays and thus gets less attention from the people that drives change beyond IT.

    Looking forward to further exchange! BTW, would you care to read and comment my article on “Innovation and the new CIO”? Link here:

    Would love your view on that subject.

Leave a Reply

Your email address will not be published. Required fields are marked *

This site uses Akismet to reduce spam. Learn how your comment data is processed.


Enter your email address to be notified of new blog posts.

Delivered by FeedBurner