Consulting und Beratung
 

Controlling Transformation Efficiency

Globalisation forces almost all companies to grow internationally. Every company that wants to keep up with the competition in the long run, needs to be present around the world.

The managements of most companies face numerous new challenges, caused by these changed conditions.

Hence, the increasingly complex operational business demands decentralised structures. These need to be connected to a central strategic controlling system. Opportunities and risks are subject to constant changes in the global context. Thus, dynamic controlling is increasingly important for the parties responsible in the companies. 

There are also new and demanding tasks in controlling, directly caused by these changed conditions:

  • The open global capital markets strengthen the influence of external stakeholders. Investors and analysts demand that the company data is provided in ever shorter time intervals. In addition to the actual data, the planning data too is demanded. This leads to an excess of forecasts and highlighting – including the effects on workload and motivation that are lamented by everyone.
  • It is not even enough any more to just provide the results of the companies and the group. In addition, the results for individual segments have to be established. The activities in foreign markets and countries add the problem of differing accounting standards.

Today, a type of controller is needed, that works proactively and provides an outlook on the future development of the company. The most important of all activities is the decision support for the management and the external stakeholders.

However, a new role perception alone is not enough. To cope with the challenges of globalisation, existing tools need to be adjusted, and new tools must be developed. In doing so, it has to be made sure that the increase in efficiency does not lead to an increase in costs. The necessary tools should be quick and easy to implement and should require low maintenance.

Controlling Transformation Excellence

In every phase of an enterprise and in every phase of the economic cycle, the classical flexible cost accounting is the basis, as here the cost center accounting, the cost unit accounting, the profitability analysis allow statements regarding overheads, costs of goods and contribution margin accounting.

A company, that does not know its lowest price limit, cannot persist in today’s market. Also, statements regarding the overheads area, absolute and porportional, are common benchmarks today and – if optimally lined up – a clear competitive advantage. A qualitative allocation of these overheads to the products will show the coverage contributed by the products and thus will calculate the planned level of activity. This is the only way to make the right decisions that are necessary to manage an enterprise, via deviations in the level of activity, the consumption (quantity and price) and a possible deviation in structure.

Plaut has developed and implemented the cost allocation and steering models of the respective business models for more than 60 years. With this experience, the industry-specific influences and necessities have grown accordingly, and can be beneficially deployed in projects today.