Simplicient Controlling 11 – The Future of Business Intelligence Solutions

The business intelligence solutions have passed a long time ago the infancy level. A quick internet search will show that the so called “business data transformation software – from raw numbers in executive intelligence info” easily generates more than 8 million hits. The sub-it field has grown from the smallest (yet somehow brightest) child into the high-end conductor of all […]

Simplicient Controlling 10 – Defining Digitalisation (Light-Hearted)

Digitalisation – a persistent, recurring and turning inside-out demand from most of our customers. Not to be confounded with the bold strategy power-points used in various Game of Boardrooms episodes. Digitalisation can lead to various results:– blitzscaling your customer base with & increased production demands from your assets;– unexpected rapid restructuring of a company’s operations;

US Tech Shares – Reckoning Approaching?

Who says share investors are rational? I mean, beyond a handful of Nobel for economics winners (Merton & Scholes, Akerlof et co.).Today’s US technology shares were rattled by two tweets from President Trump. No numbers mentioned, only acid comments on China – and the own-elected FED Chairman. The technology shares plunged immediately an average of -2,5%, whilst other US indices […]

Simplicient Controlling 9 – Financial vs. Operational KPIs – A Case for Merging Them

This Simplicient Controlling blog  will focus on the merger of the financial and operational KPI performance measurement. More exactly, on the pro’s and con’s of mixing the financial and non-financial indicators. In most companies’ practice, the various KPIs are often disconnected: whilst the Profit and Loss KPIs are firmly grounded in the financial department, the operational KPIs are often left […]

Simplicient Controlling 8 – Number-Cruncher or Sparring Partner?

Controllers are number crunchers – aren‘t they? A controller is the person who comes to you with a long table, filled with numbers, and uses a red pen to highlight differences. Unfortunately, not anymore. Business or sparring partner (a term used often in recruiting finance managers) means more than that. To be brutally honest, C-level managers rarely care how much […]