Analysis and optimisation of corporate management

Each business has its own management style. PwC provides targeted advice and support for corporate management, bringing to bear its unparalleled industry, market and sectoral expertise.

Traditional corporate management is developing as markets become more complex and new regulatory requirements are introduced. Today's corporate management does not only involve planning and control mechanisms but additionally has to generate added value for the business and support managers in strategic and operational decisions. Increasing the effectiveness and efficiency of corporate management is therefore our top priority when we advise businesses.

Features of effective corporate management

PwC's experts have learnt from experience that effective and efficient corporate management is characterised by the following features:

  • The Board acts as an internal business advisor for the management and ensures that strategic and operational issues are transparent at all times so that appropriate recommendations for action can be developed.
  • Governance, control and risk management processes are actively used to identify current and future risks.
  • Reports present a transparent picture of how the business is developing.

Integrated consultancy approach

The PwC experts use an integrated consultancy approach that enables businesses to optimise decision-making at corporate level and on value creation processes at the business unit level (for example procurement and sales and distribution processes). This approach has the following aspects:

  • Comparison of individual corporate management processes with best practices (benchmarking) enables businesses to make an objective assessment of how appropriate and effective they are before developing their implementation plan.
  • Analysis and optimisation of planning and reporting processes as well as management information systems allow the reporting structure to be tailored to the needs of the CEO or the Board and while improving process efficiency.
  • During mergers and takeovers, pre- and post-deal processes should feed into the optimisation workflows. This is the only way to meet acquisition targets, minimise the risks of acquisition and at the same time maintain the balance between day-to-day and integration activities.
  • Optimising investment and project control is primarily aimed at ensuring that investments in tangible and intangible assets (capex) are allocated in a systematic and goal-oriented manner. It also aims to ensure that internal approval processes are standardised and monitoring and reporting processes results-oriented.
  • By aligning external reporting with the needs of all stakeholders (legislative authorities, shareholders, employees, etc.) companies not only meet regulatory requirements but also increase business value in the long term.
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