Defining the Essential Elements of Performance Management within Organizations

• Reflective workshop: What is the scope of management control? What criteria determine its variability across different organizations?

• Define a shared management framework

• Define the axes of management and analyze your organization (region, factory, product, legal entity...)

• Define roles and responsibilities by analysis axis

• Pertinent management indicators by analysis axis: definition, owner, frequency of dissemination, responsible for updates

• Articulation between management income statement and statutory income statement

• Practical case: Conduct a critical analysis of the presentation of an analytical income statement

Determining Operational and Financial Indicators

• What type of indicator at what level of the organization?

• Distribution and link between operational and financial indicators

• Action plan: Define indicators for your own structure

• Selection of IT systems aligned with management objectives

• Structuring information systems (IS) between transactional and reporting

• Reporting production: Excel and other tools

• Launching and managing reporting IT projects

• Sharing experiences on the choice of reporting IT systems

Promoting the Management Control Function

• How to position the function vis-à-vis internal clients?

• How to animate management control teams to improve their own performance?

• Sharing experiences: What maturity level for performance management and management control within your organization?

Facilitating the Management Cycle within Your Organization

• Formalize the management cycle in relation to roles and responsibilities of each

• Budget and forecast: Interactions between operational, management controllers, and governance bodies of your organization

• Monthly, quarterly reporting: What reporting format and what action plans?

• Workshop: Conduct a critical analysis of the budgeting process

• Articulate reports and dashboards

• Practical case: Formalize interactions within your organization and define a theoretical action plan to strengthen them

Developing the Structure and Governance of Reporting

• Transitioning from operational to financial indicators

• Define the value chain of your organization

• Define operational levers

• Translate operational indicator variations into financial impacts

• Link financial indicators to operational KPIs in reports

• Choosing SMART indicators: Specific, Measurable, Achievable, Relevant, Time-bound

• Practical case: Depending on the size of your organization, formalize the value chain (business unit, factory...), the main operational levers, and their impact on financial indicators

Establishing Communication Channels for Management Control

• Determine recipients of indicators

• Lead the production of reports

• Manage the management cycle

• Position oneself as a true partner

• Define the best channels (face-to-face, email, online, apps, IS) to do so

• Sharing experiences on one's own business partner positioning

Placing Management Control at the Heart of Strategic and Prospective Analyses

• Organize the management control function

• Operational management control

• Central management control

• Reporting factory…

• Use digitalization (big data, apps, on-device reporting…) to meet expectations and reduce time spent on reporting production

• Synthesis self-diagnosis: Define the main lines of the action plan allowing your organization to improve the role of its management control teams

Transfer

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