In the past, finance departments focused on the provision (preparation) of financial and economic data, their accuracy and resilience and the optimization of the associated planning and reporting processes. The expansion of the product and service range (innovation), the availability of new technologies, the changing market environment of regulation, new providers and increasing investment needs are leading to requirements that can only be met by structural changes in the controlling and management approaches and processes.
Experience shows that the focus is on digital services in the increasingly digital core operational processes and the changing business models. We have aligned our services accordingly, creating efficient processes and technical solutions to support the constantly changing regulatory and management requirements.
We help our clients derive and assess digital trends and their impact on their finance strategy to support the core operational processes. Ongoing monitoring of the market for technical developments is essential.
Our approach to developing the finance strategy is individually adapted and considers specific market conditions.
Based on the above, control, reporting and planning instruments are created or adapted. Changes in business models, such as expanding mobile and renewable energy solutions, require different forecasting and planning accuracy demands. Other control mechanisms and key figures need to be established, e.g., forecasting incoming orders and realizing sales and earnings according to investment phases.
We take these developments into account through our performance management approaches as a holistic approach between control, planning and reporting based on the respective strategy of the energy companies:
Based on benchmarks and the corporate strategy, we develop relevant control indicators and instruments according to the organizational orientation.
We anchor the control elements in the planning and forecast approaches and optimize the technical systems for greater flexibility and accuracy.
Indicators and analyses must be available to those responsible in a transparent and timely manner in such a way that they support the target-oriented decision-making processes.
The multitude of new internal and external sources of information and data makes it possible to evaluate risks and opportunities promptly and assess their impact.
Our approach combines all elements and makes dependencies clear:
These services are supported by technical solutions that we regularly challenge with the market providers. The focus here is on current developments in ERP systems (SAP HANA, etc.) as well as the use of entirely new possibilities, such as a digital assistant.
