The classic idea is that organizations are only successful if they are able to convert objectives into performance. However, research shows that this translation is not self-evident: companies usually realize only slightly more than sixty percent of the potential value of their strategies. This is, for example, due to problems in strategy, planning, execution or capabilities of employees. The main causes for this are the ineffective use of resources, poor communication and lack of clarity about actions needed to put the strategy into practice.
Future accountants broaden economic values
Students within INTEGRES are trained to deal with this more efficiently and effectively in their future jobs. In doing so, they focus on strategic objectives and their translation to the various business units. In essence, it is therefore about including external developments in the strategic objectives. Evaluating and, if necessary, redefining the success and risk factors also leads to a tightening of the CSFs and KRFs.
This also has consequences for the way in which companies and accountants translate strategic objectives to tactical and operational levels in the future. This not only leads to more sustainable business operations. It also broadens the economic value of a company. The participating partners within the INTEGRES project focus on this.