To be able to work in a focussed manner on the further development and effective management of your organization, it is crucial to understand the organization.
The starting point is that the management has good insight in its own organization. With this in mind we look at the entire organization and judge to what extend the organization is in control and what is required to get it to be in control. In recent years the concept of being in control has more explicitly become a part of a manager’s vocabulary. This is a good thing, if only the concept was not almost exclusively linked to the accountant’s perspective. Providing formal (financial) accountability and minimizing risks dominate. Much less attention goes to what to be in control means for the manager who wants to manage his organization well.
In control can be described as the ability to manage or direct.
This definition is not about accountability but specifically about the ability to manage an organization. The latter requires more than good risk management, let alone that providing accountability of those risks after the event would be sufficient. Thus to be in control is in essence more about systematic management than about accountability, and especially about looking ahead rather than looking back.
From a management perspective the first and foremost question is what is required to really be in control and to stay in control. Obviously, this will not suffice. The question is also how an organization can get to be in control. With this one must pay attention to possible barriers or hindrances. After all, most managers like to be in control rather than be out of control.
For the diagnosis of the current situation we use our SMPA- methodology (Systematic Management Process Assessment).