Strategy Controlling

Strategy controlling - is it even possible?

Strategic management in a company is one of the most ambivalent processes ever. Annual strategy meetings on the one hand and the famous Windows-of-Opportunity on the other define strategic actions for many. The strategy process is placed in front of the planning process and thus - so the hope - influences the planning. A real transmission belt for the implementation of the strategy into the planning - no chance. The strategic ad-hoc decisions themselves torpedo the planning directly and find it difficult to find an orderly entry into the forecast.

Looking at the strategic instruments - from portfolio analyses, value chain analyses and experience curve concepts to competitive analyses - the instruments have undergone little substantial change in recent years. The most popular new instrument that analyzes value creation without market forces is the Business Model Canvas.

And finally, the balanced scorecard concept can probably be considered the last systematic attempt at transition to operational management.

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Stephan Grunwald
Markus Noçon
  • Finance Foundation
  • Performance Management & Controlling
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