 |
Core Competences
Business Administration
Design of Organizations
Personnel Development
Strategy Development
Consulting Services
Contact
Search
Home |
|
 |
Targeted strategic and operative decisions are based on professional management- and controlling-systems. |
|
 |
|
Decentralized structures demand professional controlling. |
|
|
ICG follows a management-based approach to controlling. As opposed to bookkeeping or a basic report-oriented “controlling” approach, this by far exceeds a purely figure-oriented understanding of controlling. Our approach can be understood – similar to a management-cycle (controlling-cycle) – as a loop and interaction between targeting, planning, guiding and controlling.
The knowledge that decentralized organizations are longer-term economically more successful than centralized ones uncovers special demands. Consequently, management structures and the controlling system must be aligned towards the decentralized units.
For companies and public institutions the following questions are arising
- Which targets and tasks has the central organization and which have the decentralized units?
- How can success be measured?
- Which preconditions are necessary for executives and staff in order to be successful?
- How must the management-and controlling-systems be organized?
ICG consultants support companies and public institutions during the setting-up and designing of decentralized units by
- Guidance during the creation of autonomous units, respectively the setting up of profit-center units.
- Setting up of global budgets in public administration/public institutions.
- Development and alignment of controlling systems.
- Qualification of executives in economic questions.
Services
> State Controlled Outsourcing
> Global Budgeting in the Public Administration
> Art & Culture Management
> Profit Center Implementation
> Public Performance Management
Contact
> Bruno Burkart
> Günter Kradischnig
|
|
|
|
|
|
