For decades, organisations have relied on traditional budgeting and variance analysis to make sense of performance. The assumption has always been simple: measure what’s happened, compare it to what was planned, and draw conclusions. But what if those foundations are flawed? What if the very tools we trust to guide decisions are leading us astray?
This is the challenge Steve Morlidge takes on in his book, Present Sense: A Practical Guide to the Science of Measuring Performance and the Art of Communicating it, with the Brain in Mind.
The Problem with “Old Thinking”
Traditional reporting rests on two dangerous myths:
- That our measures are perfect mirrors of reality. In truth, every number is clouded by uncertainty and noise.
- That detailed plans, created months in advance, are reliable comparators. In practice, they are usually outdated at best, and politically convenient guesses at worst.
When reports are then presented as dense tables or static variance charts, the problem deepens. The very people who need clarity are left sifting through confusion.
Towards a New Way of Seeing Performance
Present Sense argues for something very different: a way of reporting rooted in how people actually think and make sense of the world. It combines three essential threads:
- Statistics made practical – showing how to identify trends and patterns in performance without drowning in complexity.
- Insights from neuroscience – explaining how the brain processes information, and why visuals often speak louder than numbers.
- The art of communication – turning data into meaning that leaders can grasp quickly and act upon.
The result is not just more attractive reports, but a deeper shift: from controlling against rigid plans, to sensing and responding to what is really happening.
Part of the Beyond Budgeting Movement
Steve Morlidge has been part of Beyond Budgeting since its inception, and Present Sense continues that tradition of challenging old management orthodoxy. Beyond Budgeting is not just about abandoning the annual budget — it’s about re-thinking the very assumptions that sit beneath management practice.
Performance reporting is one of those assumptions. If organisations are to become more adaptive, human, and resilient, then the way we measure and communicate performance must also change.
Why Leaders Should Pay Attention
In times of uncertainty, leaders don’t need more detailed plans. They need sharper insight. They need to see patterns, flows, and signals that help them respond in real time. They need reporting that speaks to the brain’s strengths, not its limitations.
This book is an invitation to re-imagine performance reporting as a living, adaptive practice — one that informs decision-making instead of constraining it.
👉 Explore the book here: Present Sense