Management Control

Introduction

The management accounting or controller role has undergone substantial change. The former “bean counter” has been complemented by a business partnering role, translating financial and non financial information into managerial decision support at senior and divisional levels. Contemporary organisations are increasingly flexible and decentralised, with stronger strategic, service, and technology orientations. Management control therefore requires a multidisciplinary toolkit that connects strategy, organisation design, performance measurement, and digital platforms.

This course develops the knowledge and skills required for a Controller or CFO role. The course is organised around three streams: Theory, Tools, Tradecraft. It is structured in four thematic clusters that build cumulatively across the course.

Course content

Topics covered include:

• Management control as a package of controls.
• Strategy, governance, and stakeholder environments.
• Organisation design as a control vehicle, including team-based and process-based structures.
• Budgeting, forecasting, and contemporary alternatives.
• Responsibility centres and behavioural consequences of control.
• Performance measurement and performance communication, including non-financial metrics and sustainability relevant information.
• Implementation of control changes, including governance, behavioural risks, and learning loops.
• Digital platforms and AI as interfaces for analysis, reporting, communication, and collaboration in the CFO or Controller role.

Topics are organised in four clusters:

1. Strategy and Governance (public sector).
2. Organisation Design and Governance (not-for-profit sector).
3. Performance and Communication.
4. Technology Platforms, Boundaries, and Design.