17 / 40
INTERACTION WITH ACCOUNTING :
QUOTED 3 OUT OF 4
Fig. 11 Involvement of controllers
After cash forecasting and project management, the highest part of time spent is on activities like mergers and
acquisitions and sustainable development reporting. The
ĐoŶtƌolleƌs’ iŶǀolǀeŵeŶt iŶ the
latter issue is minimal since it
is a new trend and also because it is a matter of specialization.
Controllers remain involved in economic analysis and project management in Europe, whereas they are more involved
in cash forecasting in North America. The same activities are found in APAC countries, though at a reduced level.
Management controllers are the cornerstone of support functions
Fig. 12 Interactions of controllers
Their strong relationship with accounting is a reminder of where controllers
’
input data come from. Nevertheless, the
ĐoŶtƌolleƌs’ highlLJ tƌaŶsǀeƌsal ƌole is shoǁŶ iŶ the
diversity of interactions.
Regardless of the level of these interactions, they are always highly collaboration-oriented, in 2 cases out of 3. They
rarely show a competitive dimension.
0%
20%
40%
60%
80%
Specific
eĐoŶoŵiĐal…
Social and
eŶǀiƌoŶŵeŶtal…
Human resources
reporting
Transfer prices
evaluation
Cash forecast
Merger and
aĐƋuisitioŶs,…
Management
control projects
IT Management
Control
2015
2014
0% 20% 40% 60% 80%
Accounting, Consolidation
Internal audit, Risk management
Information systems
Quality, Methods
Corporate finance
Strategy
Human resources
Legal
74%
31%
43%
17%
46%
40%
18%
8%
Controllers interact with ...
IAFEI Quarterly | Special Issue | 16