IAFEI Quarterly - Special Issue

6 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 Table of Contents 1. INTRODUCTION AND SUMMARY: FROMMANAGEMENT CONTROL TO PERFORMANCE MANAGEMENT.................7 Presentation of the International Observatory of Management Control..................... 7 Summary of the results................................................................................................. 8 2. COMMON GROUND ......................................................................................10 Introduction ................................................................................................................ 10 Profile of the companies in the sample ...................................................................... 11 Profile of the respondents in the sample ................................................................... 15 Plan and budget remain the main activity .................................................................. 17 More time spent with operational teams and in business reviews............................ 18 The time spent on reporting slows down the development of higher value adding activities ..................................................................................................................................... 19 Delays reduction projects are stable .......................................................................... 20 Simplifying the budget process................................................................................... 20 The needs for IT systems improvement...................................................................... 21 The requests for improvement of IT systems tools depend on the perceived value of the activity to perform................................................................................................................... 22 3. DIGITAL AND MANAGEMENT CONTROL ........................................................24 Introduction ................................................................................................................ 24 The role of the Management Controller in digital transformation projects: Observation 1 25 Expected outcomes from digital transformation projects: Observation 2 ................. 26 Big Data and the expectations of the Management Controller: Observation 3 ......... 29 Tools: Big Data is gaining momentum......................................................................... 31 4. EVOLUTION OF THE PROFESSION: FROM THE MANAGEMENT CONTROLLER TO THE PERFORMANCE MANAGER.............................................32 Introduction ................................................................................................................ 33 Management control efficiency improvement: KPIs, IT systems and competences as key priorities ...................................................................................................................... 34 The evolution of the competences: going beyond the production of data................ 35 The evolution of the analyses demanded: predictive analysis, a predictable evolution36 The evolution of the methodologies: the rolling forecast does not replace the budget37 Towards a new title for the Controller: the Performance Manager........................... 38