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Management Control - DFCG – Decision Performance Conseil
55% and 50%). Broadcast to smartphone and web devices are considered as having more
significance by German Management Controllers (21%).
In conclusion, the Real Time Analysis dimension is perceived as the highest expected technological
breakthrough in medium and unlisted companies: it is a priority for 37% of companies with
turnover of less than $50 million and for 75% of unlisted companies. On the other hand, only 13%
of companies with more than $5 billion in sales and only 25% of listed companies consider Real
Time Analysis to be the cause of major breakthroughs in Management Control.
“I noticed that Digital Transformation is well known by all
Controllers, but remains somewhat vaguely understood. It provides
tools and data, but a fear is held by them of being overloaded with
data, without being able to correctly use it. "
Tristan Tammi, Financial Controller, MIELE
A TRANSFORMATION OF COMPETENCIES WELL ENGAGED
In this changing economic world, the adaptation of working methods and competencies, whatever
the modality, is obvious: for 70% of the respondents, this change is either planned, in progress or
finalized.
When analyzing at sectoral level, the eight competence dimensions affected a priori by this
transformation, the need for change is actively felt in Industry (25%) and Other Services (27%),
with reported actions in progress or finalized. On the other hand, the Public Sector, the Media /
Telecommunications / IT and the Transport Sector are far behind (<10%).
The most important changes underway, in progress or finalized, have a similar level reported for
tools, processes and the capacity for ensuring overall consistency (respectively, 57%, 53% and
52% of the respondents).
In the groups active at the Change Management level, the size of the company (around 5000
employees) or the turnover (around $1 billion in sales) is insignificant: each accounts for 70% to
80% of activity in this area (with 25% of changes finalized and 50% in progress). However, projects
are slightly more advanced in companies of less than $1 billion in sales.
Discrepancies can be noted in the changes made in tools and processes according to the
respondents’ company turnover. But logically, it would be expected that any change in tools
would lead to a corresponding change in processes, so that all the operational and analytical
activities of the Controller would be rationalized. Respondents from companies with less than $1
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