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Management Control - DFCG – Decision Performance Conseil
So we may question the organizational conditions and/or methodologies in place in the
companies that are available to assist more efficiently the Financial Control function in its role;
e.g., could the acceleration or simplification of Data Processing perhaps allow them to increase
the Management dimension of their work?
What levers of action for tomorrow?
According to the Financial Controller, Shared Service Centers (SSC) are not a lever contributing to
the efficiency of its function. Probably because it is inconceivable that some parts of the strategy
implementation - including Financial Control - can be outsourced. We can also wonder if, in fact,
the Financial Controller is the best judge of SSC and its consequences: this mode of organization
can potentially lead to a loss of influence by Management Control on the Leadership.
However, Management Methods or Optimized Management Processes, such as the
Standardization of Reporting or Lean Management, may help the Financial Control function to be
more efficient. Less occupied by only producing activity figures and Reporting, the Controller is
then able to focus on higher value-added missions.
In conclusion, to be more efficient, the Financial Controller will have to work at rationalizing and
simplifying Reporting and Management Indicators. Moreover, the Controller should make
efficient use of available IT tools, in order to avoid being swamped with information otherwise
Value-added may be at risk. With these new competencies and equipped with more sophisticated
Shared service center
Use of standard report
Process re-engineering / lean
Simplification of reporting/
reduction of metrics
new Information technology
tools
IAFEI Quarterly | 46