IAFEI Quarterly - Special Issue

9 Materials contained in this publication may be freely quoted or reprinted, provided credit is given to the source : International Observatory of Management Control - DFCG – Decision Performance Conseil www.conseil-dpc.com This 2017 edition is characterized by a significant development, namely the strong emphasis from the Management Controller on digital: in fact, 90% of the respondents are now involved in digital transformation projects, particularly in business sectors such as construction, engineering or media. The main expectations with regard to these "new" tools are: data reliability, perfor- mance management opportunities and the strengthening of collaborative work. In this area, many companies have made great progress, which is good news: the number of companies us- ing Big Data continues to grow. This trend is expected to continue and to be confirmed in the next publications of the Observatory. Faced with this technological revolution, the finance leader has no other choice but to adapt. As a true agent of change, the Management Controller must constantly reinforce his technical, technological and behavioral skills. In his role of supporting the leadership teams, particularly and more and more with predictive analyses, he defines himself more than ever as a "Perfor- mance Manager". This 2017 edition is quite remarkable: the fundamentals of the profession remain relevant (for example the budget), however the controller needs to irrevocably enter into a new era, the one of Big Data and predictive analysis. Basically, nothing changes: the controller is and remains the advisor of change.