new developments in controlling · 6. predictive compliance 4. regulatory 5. consumer analytics...

Prof. Dr. Dr. h.c. mult. Péter Horváth

Prague, April 25th 2014

New Developments in CONTROLLING

Agenda

� Pressure of Megatrends on Controlling

� Three Business Cases

� TOP Trends in Controlling

� Development in Management Accounting and Analytics

� Fast & flexible Management Control Systems

� Predictive Analytics with Big Data

� Compliance and Corporate Governance

� Sustainable Performance Management

� Integrated Reporting

2 New Developments in CONTROLLING

Pressure of Megatrends on Controlling

CONTROLLER

Big Data

Compliance Diversification

Volatility

EnvironmentalIssues

Globalization

DisruptiveInnovation

Stakeholder


Challenge: Disruptive Innovation

Quelle: Stuttgarter Strategieforum 2014, Wolfgang Dehen, CEO OSRAM.


Challenge: Globalization

Quelle: Stuttgarter Strategieforum 2014, Prof. Dr. Michael Kaschke, ZEISS Gruppe.


Challenge: Diversification

Quelle: Stuttgarter Strategieforum 2014, Rainer Schulz, CEO REHAU.


The TOP-TEN Topics for Controlling

Quelle: Schäffer, U., Weber, J., Zukunftsthemen des Controllings, in: ZfC, 24 (2012), S. 78-84.

Zielgrößen

Effizienz des Unternehmens

&

Effizienz des Controllings

Grundsätzliche Positionierung

Business Partner

Verhaltensorientiertes Controlling

Controllinginhalte

Nachhaltigkeit

Volatilität

Compliance

Beteiligung an der strategischen Planung

Zusammenspiel internes &externes Rechnungswesen

Controllingaufgaben

Informations-systeme

Controllernachwuchs

Ressourcen


Six Eras of Management Accounting

Quelle: Cokins, G., Top 7 Trends in Management Accounting, in: Strategic Finance, Dec. 2013, S. 21-29.


6. Predictive

Compliance

4. Regulatory

5. Consumer

Analytics

1930 1980 2015

2. Medieval

3. Industrial Age

1. Ancient

20,000 BC 1494 1911

Rocks and stone

piles

Precious metal and

paper money piles,

ultimately leading

to double-entry

bookkeeping

(Luca Pacioli, 1494)

Standard cost

accounting (to

reflect Frederick

Winslow Taylor's

manufacturing

scientific methods,

1911)

The U.S. Great

Depression resulted

in regulatory

reforms to protect

investors (1930s)

"Causal" cost

tracing of

increasingly diverse

types of products,

services, channels,

and customers

A shift of emphasis

from a historical to

a predictive view of

strategy and

operations

The seven major trends in management accounting are:

1. Expansion from product to channel and customer profitability analysis,

2. Management accounting´s expanding role with enterprise performance management (EPM),

3. The shift to predictive accounting,

4. Business analytics embedded in EPM methods,

5. Coexisting and improved management accounting methods,

6. Managing information technology and shared services as a business, and

7. The need for better skills and competency with behavioral cost management.

The Seven Major Trends in Management Accounting

Quelle: Cokins, G., Top 7 Trends in Management Accounting, in: Strategic Finance, Dec. 2013, S. 21-29.


Levels of Maturity in Management Accounting

Quelle: Cokins, G., Top 7 Trends in Management Accounting, in: Strategic Finance, Dec. 2013, S. 21-29, Jan. 2014, S. 41-47.


Development in Analytics

Quelle: Davenport, T.H., Big Data at work: Dispelling the Myths, Uncovering the Opportunities, in: Harvard Business Review, Boston 2014.


Decision support 1970-1985 Use of data analysisto support decision

making

Executive support 1980-1990 Focus on data analysisfor decisions by senior

executives

Online analytical processing(OLAP)

1990-2000 Software for analyzingmultidimensional data

tables

Business intelligence 1989-2005Tools to support data-driven decisions, with

emphasis on reporting

Analytics 2005-2010 Focus on statistical andmathematical analysis

for decisions

Big data 2010-present Focus on very large, unstructured,

fast-moving data

Term Time frame Specific meaning

Fast & Flexible Management Control Systems

Quelle: IFUA Horváth & Partners.


Volatility of the Copperprice

Quelle: ICV – Vorsprung vor Boom und Krise – Das Controlling volatilitätsfest gestalten (2013).


Volatility Chain

Quelle: Horváth AG.


Categories of Flexibility Improvement

Quelle: Kersten/Singer (2010, S. 204) (zit. bei Spitzenpfeil/Schneider (2012, S.97)).


Operational-Control-Approach:Consistent Information with Standardized ERP- Processes



Enterprisewide Controlsystem of Costs



Case: Long-term Planning at Lufthansa



Case: Short-term Management Control at TRUMPF



Case: Best-Practice-Sales-Control:Five KPIs to Control the Sales Organization



Efficiency Improvement of the CFO-Area



Optimierung

� Standardisierung

� Automatisierung

� Detaillierung

� Operational Excellence

Zentralisierung

� Shared Service Center

• Scale Services

• Expert Services

� Factory Konzepte

� Onshore/Offshore

Outsourcing

� Outsourcing

Case for Predictive Analytics: BMW FACTS (on- & off-board diagnosis)

Quelle: Eigene Darstellung in Anlehnung an Prenninger, J. (2013), BMW FACTS: FIELDDATA ANALYTICS AS A SELF SERVICE, S. 7.


Menge Kfz-Diagnosedaten

~17 Mio. Fahrzeuge im Einsatz

~4.000 Verkaufsvertretungen in 90 Ländern

~50.000 Personen im Kundendienst

bis zu 65 elektronische Kontrolleinheiten in einem einzigen BMW

1.000 individuell auswählbare Optionen je Auto

>1GB funktionsfähige Software je Auto

15GB Onboard Daten je Auto

~2.000 kundenrelevante Softwarefunktionen

~12.000 Fehlercode-relevante Daten implementiert in Onboard

Diagnose

~3.000 metrische Werte in allen elektronischen Kontrolleinheiten

pro Auto im Durchschnitt

~10.500 Prüfmodule für alle BMW Reihen

~34.000 schematische Dokumente

bis zu 60.000 Diagnose-Sessions pro Tag weltweit

~170 reguläre Befundrückmeldungsprotokolle pro Tag

FACTS Information for the Automotive Lifecycle

Quelle: Eigene Darstellung in Anlehnung an Prenninger, J. (2013), BMW FACTS: FIELDDATA ANALYTICS AS A SELF SERVICE, S. 9.


The Internal Control System (COSO)

Quelle: DIIR Website, http://www.diir.de/fachwissen, Stand: 03.08.2010.


Control Environment

Risk Assessment

Monitoring

Information & Communications

Control Activities Unit A Unit B

Activity

1

Activity

2

1992

Enterprise Risk Management (COSO-ERM)


Monitoring

Risk Assessment

Information & Communications

Control Activities

Risk Response

Event Identification

Objective Setting

Internal Environment

Entity

-Level

Div

isio

nB

usin

ess U

nit

Subsid

iary

2004

Quelle: DIIR Website, http://www.diir.de/fachwissen, Stand: 03.08.2010.

Sustainable Performance Management

Quelle: Epstein, M. J.(2008), Making sustainability Work, S. 46.


Unternehmerische Kosten/Nutzen

der Handlungen

Externer

Kontext

Interner

Kontext

Branchen-

Kontext

Finanzielle

Ressourcen

und

Mitarbeiter

Führung

Nachhaltigkeits-

Leistung

(Kann beides

sein:Output und

Outcome)

Stakeholder-

reaktionen

Längerfristige

finanzielle

Unternehmens-

Performance

Inputs Prozesse Outputs Outcomes

Feedbackschleife

Es gibt 3 verschiedene Hauptauswirkungen:

1 Unternehmenskosten/-nutzen der Handlungen

2 Soziale Auswirkungen

3 Finanzielle Auswirkungen durch die Nachhaltigkeitsleistung

1

2 3

Nachhaltigkeits-

strategie

Nachhaltigkeits-

organisation

Nachhaltigkeits-

programme

Towards Integrated Reporting

Quelle: IIRC (2011), Towards Integrated Reporting: Communicating Value in the 21st Century, September 2011.


new developments in controlling · 6. predictive compliance 4. regulatory 5. consumer analytics...

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