Rethinking Corporate Budgeting: Lessons from a CEO's Radical Experiment

Welcome to a new episode of Business Lunch! In this episode, hosts Ryan Deiss and Roland Frasier discuss a recent article about a CEO who overhauled his company's budgeting process, moving from annual to quarterly cycles and reorganizing teams every 90 days. They explore how this approach could be applied to smaller businesses and share insights from their own "scalable operating system" philosophy.

Highlights:

"Budgets represent the worst of corporate bureaucracy."

"The annual plan is the worst unit of measurement that there is."

"Every 90 days, people can flow between teams, money can flow between teams, and you're working on the most important thing for the next 90 days."

"The organizational structure is just whatever that structure needs to be to support the goals of the company today."

Timestamps:

00:00 - Introduction

05:00 - Comparing the hosts' existing planning process to the quarterly approach

08:05 - Pros and cons of quarterly comprehensive company reorganization 

12:41 - How a quarterly team-based approach could work for smaller companies

15:00 - Determining who should decide the team composition and how

20:00 - Outlining the roles of the project lead, core team, and support team

25:00 - Discussing the project lead's authority to reprioritize team members

27:10 - Identifying the different team categories: core, support, and stakeholders

29:31 - Explaining the role of stakeholders in the project review process

31:02 - Final thoughts

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