{"id":8757,"date":"2024-11-27T12:38:30","date_gmt":"2024-11-27T12:38:30","guid":{"rendered":"https:\/\/icv-controlling.com\/vision-mission\/"},"modified":"2026-04-20T15:36:29","modified_gmt":"2026-04-20T15:36:29","slug":"vision-mission","status":"publish","type":"page","link":"https:\/\/icv-controlling.com\/en\/vision-mission\/","title":{"rendered":"Core elements & principles & mission statement"},"content":{"rendered":"
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10 core elements, basic position and controller mission statement: This is how we live controlling<\/h1>\n

Our guiding principle is the “Controller Mission Statement”, which is flanked by our “10 Core Elements of Controlling”. The common Perspective of the ICV and the IGC also forms the basis for our attitude and the direction of our approach to our core topic of controlling. <\/p>\n <\/div>\n <\/div>\n <\/div>\n<\/section>\n\n\n

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The 10 core elements of controlling as we understand it<\/h2> <\/div>\n
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We see controlling as a target-oriented management process that can only be effective if controllers and managers work together.<\/p>\n<\/div> <\/div>\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n<\/section>\n\n

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Controlling as we know it in the German-speaking world was significantly shaped by Albrecht Deyhle and the ICV.<\/div> <\/div>\n <\/div>\n
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Internationally, it is often presented as a separate model that will sooner or later have to be subordinated to the American mainstream. In our view, the ICV’s sustainable controlling approach has proven itself in practice. <\/p>\n

We are convinced that our path is the right one.<\/p>\n

This is all the more true as the financial crisis has called into question many of the premises that have guided our corporate management to date. Both are reason enough to present the ICV’s sustainable controlling approach as a management concept and the role of the controller once again in key points: <\/p>\n

We see controlling as a target-oriented management process that can only be effective if controllers and managers work together. Our controlling philosophy: economic sustainability as a key objective. <\/p>\n <\/div>\n <\/div>\n<\/section>\n\n

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The 10 core elements of controlling<\/h2> <\/div>\n
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The aim of controlling is to permanently increase the value of the company and not to maximize earnings in the short term. The aim is to find a balance between building and maintaining success potential as a source of future profits and the ongoing realization of profits. We also see value enhancement in the context of all stakeholders. <\/p>\n<\/div> <\/div>\n <\/div>\n <\/div>\n

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Our controlling philosophy pursues a holistic approach to the targeted increase in value. The WEG symbol (growth-development-profit) provides orientation. We not only look at costs, but above all at the market. It is important to keep an eye on the budget as well as the competition. <\/p>\n<\/div> <\/div>\n <\/div>\n <\/div>\n

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In the ICV’s understanding, controlling must not stop at the financial symptoms, but must also consider the causes of developments, most of which are not financial. Effective controlling therefore extends not only to targets and key figures, but also to the processes and measures that precede them. <\/p>\n<\/div> <\/div>\n <\/div>\n <\/div>\n

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In our understanding, controlling as a management process of target setting, planning and steering is not aimed at avoiding deviations or entrepreneurial flexibility and agility. Rather, it is about consciously dealing with the future of the company, recognizing opportunities at an early stage and building up competitive advantages. The target-oriented controlling instruments allow managers to be better and faster informed. This enables them to analyze increasingly complex conditions with greater care, make more targeted plans and take action more quickly. <\/p>\n<\/div> <\/div>\n <\/div>\n <\/div>\n

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Controlling instruments should be as lean, simple and comprehensible as possible. Employees and managers must understand the key figures and tools used and be able to derive measures independently. The focus of controlling must be on specific actions and not on the system itself. It is about the effective cooperation of people and not about the fashionable grouping of figures. <\/p>\n<\/div> <\/div>\n <\/div>\n <\/div>\n

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In our controlling approach, we see the controller or the controller function in an active, proactive role. Controllers are the positive trouble spot and tirelessly point out economic development and improvement opportunities. On the one hand, this requires an in-depth understanding of the market and business processes along the value chain from the customer to the point of sale. Controllers therefore share responsibility for the success of the company and the achievement of targets. <\/p>\n<\/div> <\/div>\n <\/div>\n <\/div>\n

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Controllers ensure transparency of strategy, results, finances and processes. They therefore enable managers to manage the company without any surprises. Controlling in the sense of the ICV limits you to recognizing, but also to acting in accordance with this knowledge.
\nIt is crucial for the effectiveness of the controller’s work not to be content with producing the figures, but to focus more on their use as a partner to management. <\/p>\n<\/div> <\/div>\n <\/div>\n <\/div>\n

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The controller must see the people behind the figures. To be effective, he must be a communicator and networker. In addition to open access to Maserer Global, this requires intercultural understanding and a willingness to operate internationally. <\/p>\n<\/div> <\/div>\n <\/div>\n <\/div>\n

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The controller is committed to the good of the company and not to particular interests. They must be apolitical in their work. Only this neutrality allows him to fulfill his shared responsibility for the achievement of objectives. Credibility through an honest, open attitude on the part of the controller, which is oriented towards the values of the company, wins out over adaptation to the mainstream or significant individual interests. <\/p>\n<\/div> <\/div>\n <\/div>\n <\/div>\n

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We see controllers as the commercial conscience of the company. Controllers must show backbone, resist temptation and take on the role of “spoilsport” in a positive way. However, controllers must not cement themselves in this role. They must take into account what they have learned, be open to new experiences and have an appetite for new things. <\/p>\n<\/div> <\/div>\n <\/div>\n <\/div>\n \n <\/div>\n \n <\/div>\n <\/div>\n<\/section>\n\n

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The Perspective of the ICV and the IGC: This is controlling!<\/h2> <\/div>\n <\/div>\n
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Controlling is a key success factor for companies in German-speaking countries. At the same time, there is often a lack of clarity as to what constitutes controlling at its core. The aim of this paper is therefore to formulate a current understanding of controlling and the role of controllers as the Perspective of the International Association of Controllers (ICV) and the International Group of Controlling (IGC). <\/p>\n

The starting point is the understanding of controlling developed by Albrecht Deyhle. This is characterized by three features: <\/strong><\/p>\n

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Target-oriented management<\/h4> <\/div>\n <\/div>\n
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Controller and manager as a team<\/h4> <\/div>\n <\/div>\n
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Interaction of analytics and soft factors<\/h4> <\/div>\n <\/div>\n <\/div>\n\n <\/div>\n <\/div>\n <\/section>\n\n
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This means thinking from the goal and basing all decisions on their impact on success.<\/p>\n

This means that the activities of planning and calculating (internationally: “calculative practices”) as well as monitoring and controlling are of central importance. This applies to each individual management decision as well as to the management of the company as a whole (corporate management). <\/p>\n<\/div> <\/div>\n <\/div>\n <\/div>\n

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  1. Decision-making in the context of strategy development and planning defines the goals and the means to achieve them. The associated preoccupation with the future also helps to cope better with it, even if things turn out quite differently than planned. <\/li>\n
  2. As part of the monitoring process, it is checked whether the targets are being achieved and – if not – where the causes lie. The knowledge gained in this way is used as early as possible to take countermeasures and improve execution and planning. <\/li>\n
  3. Planning and control together set limits for the individual in the company, but this is precisely what enables decentralized freedom and initiative.<\/li>\n
  4. Due to the complexity of the management process, it is essential to anchor controlling thinking in everyone’s minds (“convince employees to participate”).<\/li>\n<\/ol>\n<\/div> <\/div>\n <\/div>\n <\/div>\n \n <\/div>\n \n <\/div>\n <\/div>\n<\/section>\n\n
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    Download the Perspective<\/h3> <\/div>\n <\/div>\n
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