The budget is widely criticised for consuming time and resources without adding sufficientvalue, however, it is undeniably one of the most important tools for planning andcoordination. This case study examines a company that has abandoned the budget andreplaced it with new planning and forecasting processes to achieve a dynamic process with aforward-looking mentality and less focus on details. The objective of the study is toinvestigate the experiences of the new processes and how the ways of working have beenaffected from a management accounting change perspective, with a focus from thecontroller’s perspective. The changed planning processes are conceptualised as a part of theorganisation’s rules and routines.The findings showed that the purpose of the new processes was unclear in some respects,and although the new rules were accepted, many old routines had not yet changed.Perceived lack of system support combined with a conviction that certain aspects of the oldprocesses were essential to perform qualitative work, are two explanatory factors. The levelof detail had decreased in many aspects, but time has not yet been freed up for thecontrollers in favour of value-adding activities.