The world has changed – what about the way we lead and manage? Beyond Budgeting in Statoil Bjarte Bogsnes Vice President - CFO PMA Performance Management Development Chairman – Beyond Budgeting Round Table - Europe Classification: Internal Status: Draft Outline •The case for change - what is the problem? •The Beyond Budgeting principles •The Statoil model - Ambition to action – Target setting – Forecasting – Dynamic resource allocation – Holistic performance evaluation Classification: Internal Status: Draft Statoil in brief •Turnover and market cap Arctic approx. 70 bn. USD North Sea & Norwegian Sea •31.000 employees in 40 countries •World’s largest offshore Russia Canada operator •Europe‘s second largest gas supplier •The world’s third largest crude oil seller •Consistent growth (avg 4%) Caspian North Africa US Gulf of Mexico Middle East South America West Africa since 2001 Current production of oil and gas Classification: Internal Status: Draft The smallest problem… 73% of companies need more than 3 months to complete the annual budget. Hackett Group 2008 Classification: Internal Status: Draft Most budget assumptions outdated within 3-6 months Source: APQC Survey, February 2009 Classification: Internal Status: Draft Budgets - a safe harbour or an illusion of control? ”At least I have a budget!” Classification: Internal Status: Draft What is your view on people? •Theory X? •Theory Y? •People prefer to be directed, do not •Work is as natural as play and rest. want responsibility, and have little •People will exercise self-direction if or no ambition. they are committed to the •People have an inherent dislike for objectives (they are not lazy). work and will avoid it whenever •Creativity, ingenuity, and possible. imagination are widely distributed •People must be coerced, among the population. People are controlled, directed, or threatened with punishment in order to get them to achieve the organizational objectives. •People seek security above all else. capable of using these abilities to solve an organizational problem. •People learn to accept and seek responsibility •People have potential. Douglas McGregor – ”The human side of enterprise” (1960) Classification: Internal Status: Draft What we say and what we do…. Classification: Internal Status: Draft The world has changed - what about the way we lead and manage? Stable Dynamic Business environment Traditional management ”X” Classification: Internal Status: Draft ”Y” People We must change both processes and leadership Stable Dynamic Processes Relative and directional goals Dynamic planning, forecasting and resource allocation Holistic performance evaluation Rigid, detailed and annual Values based Rules-based micromanagement Autonomy Centralised command and control Transparency Secrecy, sticks and carrots ”X” Classification: Internal Beyond Budgeting Status: Draft Internal motivation ”Y” Leadership We are not alone! Classification: Internal Status: Draft The Beyond Budgeting principles Change in leadership 1. Values - Govern through a few clear values, goals and boundaries, not detailed rules and budgets Change in processes 7. Goals - Set relative goals for continuous improvement, don’t negotiate fixed performance contracts 2. Performance - Create a high performance climate based on relative success, not on meeting fixed targets 8. Rewards - Reward shared success based on relative performance, not on meeting fixed targets 3. Transparency - Promote open information for self management, don’t restrict it hierarchically 9. Planning - Make planning a continuous and inclusive process, not a top-down annual event 4. Organization - Organize as a network of lean, accountable teams, not around centralized functions 10. Coordination - Coordinate interactions dynamically, not through annual planning cycles 5. Autonomy - Give teams the freedom and capability to act; don’t micro-manage them 6. Customers - Focus everyone on improving customer outcomes, not on hierarchical relationships Classification: Internal Status: Draft 11. Resources - Make resources available as needed, not through annual budget allocations 12. Controls - Base controls on relative indicators and trends, not on variances against plan Key principles – Statoil • Performance is ultimately about outperforming peers • Do the right thing in the actual situation, guided by the Statoil Book, your Ambition to action, decision criteria & authorities and sound business judgement • Within this framework, resources are made available or allocated case-bycase • Business follow up is forward looking and action oriented • Performance evaluation is a holistic assessment of delivery and behaviour Classification: Internal Status: Draft CEO messages in turbulent times CEO Helge Lund “We have a management model which is very well-suited to dealing with turbulence and rapid change. It enables us to act and reprioritise quickly so that we can fend off threats or seize opportunities. This is much more difficult in a traditional «budget world». One of the main principles in our Ambition to action concept is that Statoil consists of mature, professional and able people who both can and want to accept responsibility. We will not introduce a traditional group-wide campaign to cut costs. Each and every one of us knows best where they feel the pinch, which measures are necessary and which priorities need to be made to reduce costs.” Classification: Internal Status: Draft Ambition to action - a process which… …is integrated - from strategy to people …but provides sufficient freedom and flexibility …and activates our values and leadership principles Strategic objectives Where are we going what does success look like? •Most important strategic change areas •Medium term horizon Classification: Internal KPIs Actions & forecasts Strong performance Sustainable results Individual goals How do we measure progress? How do we get there? What is my contribution? •Indicative measure of strategic delivery •Concrete actions and expected delivery (forecast) •My Performance Goals (MPG) •10-12 KPIs, annual/ longer term targets Status: Draft •Clear deadlines and accountabilities •Delivery •Behaviour Ambition to action example Where are we going? ”Strategic objectives” How do we measure progress? ”Key Performance Indicators” Classification: Internal Status: Draft How do we get there? ”Actions” More than 1100 ”Ambition to actions” across the company …..and more Classification: Internal Status: Draft Solving a serious budget conflict Step 1 Traditional budget / plan Step 2 Separate Improve •Front-loaded Target •Ambitious •Relative if possible Budget / plan = •Business driven not calendar driven •Target •Expected outcome – early warning Forecast •Forecast •Frequency and time horizon – lead time and target horizon driven •Limited detail •Resource allocation •Dynamic - no pre-allocation Resource allocation “Same number – conflicting purposes” Classification: Internal Status: Draft •Projects - decision gates & criteria •Operations - relative KPIs etc. •Monitoring - intervention if needed only ”Different numbers” A forecast is not a promise or a target … …nor is it an application for resources Classification: Internal Status: Draft A forecast is a call to action Get issues on the radar screen early enough… …..to be able to take corrective actions A forecast should: •be brutally honest and unbiased •be done for yourself more than for others •be actionable •have the right time horizon and detail level •include an uncertainty analysis where relevant Classification: Internal Status: Draft Relative performance • Connect input with output • Compare with others Classification: Internal Status: Draft Relative Statoil performance Total shareholder return Relative RoACE (12-month average) (3Q 12-month average) Rank 1 2 3 4 5 6 7 Target: Above average 8 9 10 11 12 13 14 15 16 Petrobras Anadarko Repsol YPF Lukoil Occidental Statoil BP BG Total Shell Eni Encana Chevron ConocoPhillips ExxonMobil Devon Energy - 30 % - 10 % 10 % Classification: Internal 30 % Status: Draft 50 % 70 % 90 % Lukoil ExxonMobil BG Target: 1st quartile Statoil Total Petrobras Chevron Encana Occidental Eni BP Royal Dutch Shell Devon Energy ConocoPhillips Repsol YPF Anadarko 0% 10 % 20 % 30 % 40 % Dynamic resource allocation: A different mindset - cost conscious from the first penny Do I have a budget for this? Is this the right thing to do? •Supports Ambition to action? •Within decision criteria & decision authority? •Can I justify this? Budget Not OK OK OK? OK? OK? OK? OK? Classification: Internal Status: Draft Dynamic resource allocation – other costs Relative KPIs Absolute KPIs Traditional cost budget Absolute cost KPI Unit cost input/output Unit cost vs peers No KPIs Bottom line focus only Strategic objectives or actions only Xx Xx EBIT Xx Xx ROCE Xx Xx Xx 1000 (abs/rel) ”USD/bbl” Xx 1000 ”USD/customer” ”1. quartile” ”USD/employee” ”Above average” ”Cost effective and competitive operations” ”More video –less travel” ”Reduce consultancy spending” Monitoring of actual development, intervention if needed only Select based on what is right and works for your organisation Classification: Internal Status: Draft Increasing freedom and flexibility Increasing need for strong values and clear direction A new performance language - from mechanical measurement to a holistic assessment “Ambition to Action” (Previously only KPI targets) •Strategic objectives •KPI targets •Actions Pressure testing KPI results: •Deliver towards the strategic objectives? D e l i v e r y 50/50 5 1 5 Behaviour •How ambitious KPI targets? Living the values •Changed assumptions, with positive or negative effect? •Day-to day-observations •Agreed actions implemented, or corrective actions initiated as needed? •360°/ 180°/ 90° surveys •Delivered results sustainable? •People survey •Individual development plan Classification: Internal Status: Draft A systematic change of the whole process ”Annual command and control” Target setting •Equal to plan – ”what we can deliver” •KPI targets •Absolute targets More dynamic & flexible A new performance language •Aspiration driven –”what we must deliver”. Targets before plan. •” Ambition to action” •Relative targets •Plan = target, forecast and resource allocation •Plan = forecast only (actions and expected performance) •Gaps vs targets hidden •Gaps vs. targets visible •One outcome only •Main uncertainty spans •Very detailed •Less detailed Resource allocation •Annual pre-allocation through budgets •Resources available when needed, but within KPI targets + mandates + decision criteria. Monitoring of development Business reporting •Backward looking •Forward looking •Variance vs. YTD budget •Forecast vs. targets, and actions to close gaps •Only based on budgets and KPIs •A broader evaluation: ”Ambition to action” + Behaviour Planning Evaluation/ rewards Classification: Internal •Budgets ”an entitlement – my money” Status: Draft Thank you for listening! Questions or comments – now or later? Bjarte Bogsnes bjbo@statoil.com + 47 91613843 Beyond Budgeting Round Table www.bbrt.org Classification: Internal Status: Draft Want to learn more? Out on Wiley (US) (Available from e.g. Amazon.co.uk) Classification: Internal Status: Draft