When Borealis, a European manufacturer of plastic used traditional, time-consuming process of drawing up the budget, the budget was quickly out of date in a competitive environment characterized by continuously changing input and output prices and dynamic market conditions. This case describes the process that led Borealis, to replace their budgets with four targeted controls: rolling financial forecasts, Balanced Scorecard, activity based costing, and investment management. It also discusses the process of introducing a new system of measurement and control. "Hide
by Robert S. Kaplan, N. Bjorn Jorgensen Source: Harvard Business School 17 pages. Publication Date: December 3, 2001. Prod. #: 102048-PDF-ENG
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