Corporate Performance
Management
With structure
to success
Corporate Performance Management sets the framework for the overall Financial Control of the company. It contains important cornerstones on how the Management wants to manage the company. As such, the Performance Management concept is the basis for the design of the Controlling processes.
A careful definition and adherence to corporate management mechanisms is therefore necessary for small and large, young and established companies alike.
Corporate Performance Management sets the framework for the overall Financial Control of the company. It contains important cornerstones on how the Management wants to manage the company.
A careful definition and adherence to corporate management mechanisms is therefore necessary for small and large, young and established companies alike.
Corporate Performance Management sets the framework for the overall Financial Control of the company. It contains important cornerstones on how the Management wants to manage the company.
Our
Management Approach
Integrative approach from corporate strategy to FI/CO customizing
© HAG Management Consulting GmbH
01
Corporate Strategy
Definition of the appropriate organizational structure and derivation of control units relevant to Performance Management (internal organizational units as well as external market views).
02
Organizational structure and control units
Definition of the appropriate organizational structure and derivation of control units relevant to Performance Management (internal organizational units as well as external market views).
03
Key Performance Indicators (KPIs)
Development of a target picture for the future reporting set at the highest level, taking into account the defined control units and control KPIs. Definition of the depth of control for each control unit, i.e. the associated control KPIs for the control units to evaluate their performance, taking into account the cost causation principle.
04
Planning and forecasting processes
Definition of the planning requirement and consideration of the appropriate planning approach, including the necessary granularity and reporting frequency, taking into account the cost-benefit ratio.
05
Reporting target picture
Development of a target picture for the future reporting set at the highest level, taking into account the defined control units and control KPIs. Definition of the depth of control for each control unit, i.e. the associated control KPIs for the control units to evaluate their performance, taking into account the cost causation principle.