Controlling Transformation

REDESIGN OF THE CONTROLLING FUNCTION OF A FAMILY OWNED GROUP: CREATING A STATE-OF-THE-ART CONTROLLING FUNCTION TAILORED TO THE GROUP´S STRATEGY AND THE NEEDS OF HIS BUSINESS SEGMENTS.

OUR APPROACH

We started with understanding management’s steering philosophy including the depth and breadth of the steering model on the corporate as well as on the business segment level. Based on this input, we crafted a blueprint of the firm’s steering information portfolio. We analyzed necessary changes to the controlling organization, controlling processes, and information technology in order to produce, manage, and maintain the information portfolio.

The scope of this project included a strategy part, an organizational and process transformation part and a technology part. Through the project we redesigned corporate planning, corporate budgeting, and internal reporting including the corresponding organizational, process and technological structures and operations. We adviced the client during the implementation of a comprehensive business intelligence and planning technology.

VALUE TO THE CLIENT

The client was able to align its steering strategy with its controlling function. The controlling function shifted its focus from planning and reporting to analyzing and steering. Controllers were embedded in a business partnering role on the operational business unit level as counterparts to theoperational management.

The corporate planning process was shortened significantly, and the financial depth and quality of information were significantly increased through the implementation of the steering information portfolio. Transparency was increased through the redesign of corporate budgeting and internal reporting.

The implementation of a state-of-the-art business intelligence technology created an ‘information core’, which is used as a ‘single source of truth’ for steering information. It also enhanced the client’s planning, reporting, and data analytics capabilities.

WHAT COMES NEXT?

A central outcome of the project was the need to integrate operational and non-financial information into the newly built information core in order to fulfill the new role as business partners. We assist the client in integrating additional layers of operational information into the redesigned controlling function.