Control Management

Measurement and correction of performance in order to ensure the accomplishment of the enterprise objectives and the plans devised.

Successful companies typically reach a point where the management of growth demands that informality and looseness give way to the management control. The controlling creates a sense of accountability and helps ensure the company assets are being efficiently employed, because it defines information about the strategic positioning of an enterprise. A controlling system is mainly focused on the analysis of real economical and operational data, but these are not necessarily relevant to the decisions that must be made, if badly collected and analyzed. Using shaky data produces inefficiencies.

A good decision requires good information. Avarice helps clients to identify the information they need, providing them processes and systems that help ensure the underlying data is consistent and reliable: a solid foundation to measure what matters.

The Avarice consultants, thanks to their experience (from finance and accounting to strategy, operations and technology management), can identify the decisions that need to be made and then work backward to determine exactly what data must be collected, how it should be organized, in order to support those decisions.

Control systems in companies should be permanently evolving. That's Avarice's point, while injecting advanced measures into customer's structure, its consultants guide the customer's staff into internal processes adaption and new tools management.

Avarice works with clients to develop and deliver innovative solutions that can successfully measure the performance of each business units and the company as a whole, with a focus on what really matters to the business. Avarice builds dashboards that serve as traffic lights of business performance and helps companies to seamlessly identify and analyze reported deficiencies, take corrective action, and improve next actions.

  • Process of Controlling
    • Setting performance standards
    • Measurement of actual performance
    • Comparing actual performance with standards
    • Analyzing deviations
    • Correcting deviations
  • Some Tools
    • Cost accounting (standard cost accounting; lean accounting; activity-based costing; resource consumption accounting; marginal costing/cost-volume-profit analysis)
    • Planning, budgeting and forecasting
    • Key performance indicators (dashboard, balance scorecard, reporting system)