7.3Designing effective IT support for Controlling
7.3.2IT Support for Planning, Control and Data Analysis
7.3.3Automation of Controlling Processes
7.4.1Industrielle Dienstleistungen GmbH and Anlagenbau AG
7.4.2Project: Linking the Chart of Accounts and Cost Centre Plan
7.5Design checklist for managers and controllers
8.3Design of an effective Controlling organisation
8.3.1Factors influencing the Controlling organisation
8.3.2Embedding Controlling into the company
8.3.3.1Process-orientated Controlling organisation
8.3.3.2Controlling Shared Service Centre
8.3.3.3Specialist Controlling tasks
8.3.4Structure of the Controlling division
8.4.1Travel SE
8.4.2Project: Development of a CFO organisation across different locations
8.5Organisational checklist for managers and controllers
9.3Designing an effective monitoring system
9.3.1.1Internal control system function
9.3.2.1Internal audit function
9.3.3.1Role of risk management
9.3.3.3Risk planning and control
9.3.3.4Risk monitoring and documentation
9.4.1Medizintechnik AG
9.4.2Project: Setting up systematic risk management
9.5Organisational checklist for managers and controllers
| Controlling as the Foundation of Performance Management |
Introductory Remarks
How can a company be orientated towards a performance goal and manage to ensure that this goal is reached?
Only when the company is able to master this increasingly demanding challenge will its continued existence be secured. But that in itself is not really an answer, because it does not tell us how to master the challenge of performance orientation. This is why successful performance management concepts have been developed all around the world, in academia and in business practice, over the past century.