2 Minutes with Rikard Olsson
By Abi Walker | 11 January 2019
1. How did you come to agile/business agility?
I started my journey into business agility – and the agile movement when holding a senor Finance position within an R&D organisation for a global pharmaceutical company. The background started with a frustration with slow, static and non-value adding processes within my own accountabilities in the Finance organisation, but also some initial positive signs of what agile processes and principles could do in the science and research parts of our business.
Just at the right time I met with Bjarte Bognses (Chairman of the Beyond Budgeting Roundtable and thought leader). My discussions with him gave me the framework I needed to start implementing changes in my own organisation. Seeing them work made me take the decision to leave and get into consulting, to help others achieve what I believe is to be the future of management, as a consultant, and speaker at conferences I have really seen the perfect match between the Beyond Budgeting and Agile principles – the ultimate goal to achieve business agility.
2). What's your current job title?
Managing Director Beyond Budgeting Ltd the company behind Beyond Budgeting Roundtable and Beyond Budgeting Advisory
3). What do you actually do?
I am just starting up my new job as the Managing Director for Beyond Budgeting Ltd. This text is actually the first thing I am doing as part of my mew role. My intention is to continue to develop the Beyond Budgeting Roundtable meetings and conferences.
This in it self will be a huge task, as my predecessor Anders Oleson really has set the bar high, I will also build up the Beyond Budgeting Advisory practice. This will be a virtual consultancy and advisory service for both members and non-members of Beyond Budgeting Roundtable that would like to either explore or implement management processes inline with the Beyond Budgeting principles. I will also make sure we co-operate – and exchange thoughts with other movements, such as the Agile movement. We are much stronger together.
4). What's the biggest issue you see in your community at the moment?
The biggest issues now, and as I believe has been and will be, is to understand that budgets is not only a finance process. It is an enterprise wide process that effects everybody within the company. Hence it involves not only finance lead processes as setting financial targets, forecasting and resource allocation – but also leadership, culture, motivation and incentives. This means that Finance professionals need to work with colleagues everywhere in the company – not least in Human Resources.
5). Which books would you recommend?
Of course I would like to recommend Bjarte Bogsnes book Implementing Beyond Budgeting. My former colleague Knut Fahlén new book Dynamic Management Strategy gives a very good overview on different ways of being innovative in you management principles.
Rikard Olsson is the Managing Director for Beyond Budgeting Ltd. The Beyond Budgeting Institute is at the heart of a movement that is searching for ways to build lean, adaptive and ethical enterprises that can sustain superior competitive performance.
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