Controlling process

Abstract

The previous chapter showed how to derive proper controlling variables using balanced scorecard. It should now be clear whether and where measures such as “punctuality,” “profit,” “return on investment” or any of numerous other possible choices are suitable indicators for measuring performance. Once such goals and measures are set, the controlling process can begin. This chapter discusses how the controlling process works. There are very many books on operative or strategic controlling, and this chapter is intended as a complement to them. I will not touch here on accounting, standard controlling approaches or IT tools.