Philip Morris GmbH.
Due to international recessive economic tendencies within important markets and the deriving growing international competition driven by globalization, many national and international operating companies driven by globalization, many national and international operating companies initiative new measures to reshape their business models. Changes in business units and job design are a natural consequence.
New controlling accountabilities permute also into a new job design of each manager – the new task of reshaping processes and interfaces within their own business environment. By means of indicators such a development becomes more transparent. By means of leadership the implementation, execution and success will be ensured holistically. The manger becomes an organizational designer that is aware of each process and the core interfaces to other departments or stakeholder. The entire controlling flows into the value chain without being focused on the controlling function or department itself. Another positive side effect is the compatibility to the Balanced Scorecard, as a general management concept to ensure the link between corporate strategy and functional execution on every level. It even provides a platform to implement performance driving elements, such a team awards or incentive payments to individuals.
KEY WORDS: international competition, controlling accountabilities, reshaping processes and interfaces, leadership, manager as organizational designer.