Controlyse BV (Q4003766): Difference between revisions
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Controlyse wants to break the status quo in the market. Under strong trends, financial departments of public institutions (including education, care and government) are forced to adapt to current times, and to play their role differently. For example, they should give more substance to the role of ‘navigator’ (exploratory/future-oriented) and less take on the role of ‘anker’ (external/past explanatory). To this end, financial employees have to put Controlyse in a different position in the work, think differently, and behave differently: 1 One needs to think and act more outside-in, so based on demonstrable customer needs 2 It is desirable that they also advise more fully and connect with other departments that can support the primary process. With this one offers a form of guidance that an organisation needs to be able to transform into Adaptive Business Control and act more on demonstrable customer needs. This transformation requires a lot of employees. In this way, they must: 1 Doing the regular work properly at all times 2 The qualities of an Adaptive Business Controller can show 3 Other people get involved in that new adaptive way of working. 1 employees are even more clearly an example controller that stands firm, determines course and inspires others and also encourages change 2 employees change the organisation from the inside 3 Employees encourage knowledge exchange and promote learning culture The type of customers of Controlyse are often tough bureaucratic organisations, where there is a lot of resistance to change. It is a major challenge in organisations to play the role of innovative interim controller. Mastercom guides the employees of Controlyse in the development of practical skills, tactics and also in deploying the right mindset so that they bring these challenges to a successful conclusion in the future with greater ease. (English) | |||||||||||||||
| Property / summary: Controlyse wants to break the status quo in the market. Under strong trends, financial departments of public institutions (including education, care and government) are forced to adapt to current times, and to play their role differently. For example, they should give more substance to the role of ‘navigator’ (exploratory/future-oriented) and less take on the role of ‘anker’ (external/past explanatory). To this end, financial employees have to put Controlyse in a different position in the work, think differently, and behave differently: 1 One needs to think and act more outside-in, so based on demonstrable customer needs 2 It is desirable that they also advise more fully and connect with other departments that can support the primary process. With this one offers a form of guidance that an organisation needs to be able to transform into Adaptive Business Control and act more on demonstrable customer needs. This transformation requires a lot of employees. In this way, they must: 1 Doing the regular work properly at all times 2 The qualities of an Adaptive Business Controller can show 3 Other people get involved in that new adaptive way of working. 1 employees are even more clearly an example controller that stands firm, determines course and inspires others and also encourages change 2 employees change the organisation from the inside 3 Employees encourage knowledge exchange and promote learning culture The type of customers of Controlyse are often tough bureaucratic organisations, where there is a lot of resistance to change. It is a major challenge in organisations to play the role of innovative interim controller. Mastercom guides the employees of Controlyse in the development of practical skills, tactics and also in deploying the right mindset so that they bring these challenges to a successful conclusion in the future with greater ease. (English) / rank | |||||||||||||||
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| Property / summary: Controlyse wants to break the status quo in the market. Under strong trends, financial departments of public institutions (including education, care and government) are forced to adapt to current times, and to play their role differently. For example, they should give more substance to the role of ‘navigator’ (exploratory/future-oriented) and less take on the role of ‘anker’ (external/past explanatory). To this end, financial employees have to put Controlyse in a different position in the work, think differently, and behave differently: 1 One needs to think and act more outside-in, so based on demonstrable customer needs 2 It is desirable that they also advise more fully and connect with other departments that can support the primary process. With this one offers a form of guidance that an organisation needs to be able to transform into Adaptive Business Control and act more on demonstrable customer needs. This transformation requires a lot of employees. In this way, they must: 1 Doing the regular work properly at all times 2 The qualities of an Adaptive Business Controller can show 3 Other people get involved in that new adaptive way of working. 1 employees are even more clearly an example controller that stands firm, determines course and inspires others and also encourages change 2 employees change the organisation from the inside 3 Employees encourage knowledge exchange and promote learning culture The type of customers of Controlyse are often tough bureaucratic organisations, where there is a lot of resistance to change. It is a major challenge in organisations to play the role of innovative interim controller. Mastercom guides the employees of Controlyse in the development of practical skills, tactics and also in deploying the right mindset so that they bring these challenges to a successful conclusion in the future with greater ease. (English) / qualifier | |||||||||||||||
point in time: 26 January 2022
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Revision as of 16:43, 26 January 2022
Project Q4003766 in Netherlands
| Language | Label | Description | Also known as |
|---|---|---|---|
| English | Controlyse BV |
Project Q4003766 in Netherlands |
Statements
31 December 1999
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31 December 1999
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Controlyse BV
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1066JS
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Controlyse wil de status quo in de markt doorbreken. Financiële afdelingen van publieke instellingen (waaronder onderwijs, zorg en overheid) worden onder invloed van sterke trends gedwongen zich aan te passen aan de huidige tijd, en hun rol anders uit te oefenen. Zo moeten zij meer invulling geven aan de rol van ‘navigator’ (explorerend / toekomstgericht) en minder de rol van ‘anker’ innemen (extrapolerend / verleden verklarend). Hiertoe moeten financiële medewerkers Controlyse anders in het werk gaan staan, anders denken, en zich anders gedragen: 1 Men moet meer outside-in gaan denken en handelen, dus vanuit aantoonbare klantbehoeften 2 Hierbij is het gewenst dat ze ook meer integraal adviseren en de verbinding leggen met andere afdelingen die het primaire proces kunnen ondersteunen Men biedt hiermee een vorm van begeleiding die een organisatie nodig heeft om te kunnen transformeren naar Adaptief Business Control en méér te handelen vanuit aantoonbare klantbehoeften. Deze transformatie vraagt veel van medewerkers. Zo moeten zij: 1 Het reguliere werk te allen tijde goed uitvoeren 2 De kwaliteiten van een Adaptieve Business Controller kunnen laten zien 3 Andere mensen meekrijgen in die nieuwe adaptieve wijze van werken Hierbij verwacht men het volgende van haar werknemers; 1 werknemers nog duidelijker een voorbeeld controller zijn die stevig staat, koersbepalend is en anderen inspireert en ook aanzet tot verandering 2 werknemers de organisatie van binnenuit veranderen 3 Werknemers stimuleren tot kennisuitwisseling en bevorderen leercultuur Het type klanten van Controlyse zijn vaak stugge bureaucratische organisaties zijn, waar veel weerstand zit voor verandering. Het is in organisaties een grote uitdaging om de rol van vernieuwende interim controller te spelen. Mastercom begeleidt de medewerkers van Controlyse in de ontwikkeling praktische vaardigheden, tactieken en ook in het inzetten van de juiste mindset zodat zij deze uitdagingen in de toekomst met meer gemak tot een succesvol einde brengen. (Dutch)
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Controlyse wants to break the status quo in the market. Under strong trends, financial departments of public institutions (including education, care and government) are forced to adapt to current times, and to play their role differently. For example, they should give more substance to the role of ‘navigator’ (exploratory/future-oriented) and less take on the role of ‘anker’ (external/past explanatory). To this end, financial employees have to put Controlyse in a different position in the work, think differently, and behave differently: 1 One needs to think and act more outside-in, so based on demonstrable customer needs 2 It is desirable that they also advise more fully and connect with other departments that can support the primary process. With this one offers a form of guidance that an organisation needs to be able to transform into Adaptive Business Control and act more on demonstrable customer needs. This transformation requires a lot of employees. In this way, they must: 1 Doing the regular work properly at all times 2 The qualities of an Adaptive Business Controller can show 3 Other people get involved in that new adaptive way of working. 1 employees are even more clearly an example controller that stands firm, determines course and inspires others and also encourages change 2 employees change the organisation from the inside 3 Employees encourage knowledge exchange and promote learning culture The type of customers of Controlyse are often tough bureaucratic organisations, where there is a lot of resistance to change. It is a major challenge in organisations to play the role of innovative interim controller. Mastercom guides the employees of Controlyse in the development of practical skills, tactics and also in deploying the right mindset so that they bring these challenges to a successful conclusion in the future with greater ease. (English)
26 January 2022
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Identifiers
2018EUSF2011265
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