Chinese
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SpanishGroup tube control has been an existing management problem and due to various and levels of business scale, it can be termed as “big enterprise disease”. It affects the internal communication efficiency and resources, companies cannot breakthrough scale wall of limit, slow process of centralization and decentralization and repeatedly lost opportunities.
Issues which concern the organizations:
• How to clear the business and group management control models.
• How to build horizontal coordination mechanisms of the business module and set up organizational structure of the Group and affiliated companies.
• How to strengthen central control over subsidiaries of the group and the process of centralization and decentralization.
• How to deal with the relationship between corporate governance structures and function management.
• The concept of partially and wholly owned companies and how to deal with the reported relationship between parent and subsidiary companies
• How to build horizontal coordination mechanisms of the business module and set up organizational structure of the Group and affiliated companies.
• How to strengthen central control over subsidiaries of the group and the process of centralization and decentralization.
• How to deal with the relationship between corporate governance structures and function management.
• The concept of partially and wholly owned companies and how to deal with the reported relationship between parent and subsidiary companies
How can we help:
• Group management and control planning with clear functions at Headquarters as well as central control over all the business units.
• Function by function flow down to each individual department, designing of organizational structures, transition programmes and transition strategies, describe Group headquarters unit mission and duties, and staff allocation.
• Optimizing the regulatory functions of the Group Headquarters, a clear division of functions and permissions of the Group Headquarters and business units, and to identify key functions at Headquarters.
• Improving strategic management, investment management, financial management, personnel management, planning/budgeting, management of external directors and supervisors and other key control procedures and system.
• Equity and establish scientific and effective ownership, ownership structure and governance structure.
• Function by function flow down to each individual department, designing of organizational structures, transition programmes and transition strategies, describe Group headquarters unit mission and duties, and staff allocation.
• Optimizing the regulatory functions of the Group Headquarters, a clear division of functions and permissions of the Group Headquarters and business units, and to identify key functions at Headquarters.
• Improving strategic management, investment management, financial management, personnel management, planning/budgeting, management of external directors and supervisors and other key control procedures and system.
• Equity and establish scientific and effective ownership, ownership structure and governance structure.
What can you expect:
• Clearly define the responsibilities and rights of the parent company, improve operational efficiency and operational effectiveness.
• To integrate the resources and business, synergies to reduce internal losses and improve management effects.
• Identify key control objectives, key process optimization, complemented by smooth system management.
• Improve audit and internal control system of the group and its affiliates and reduction of the associated risks.
• Performance management and control system based on strategy, setting and decomposition of the corresponding process and result indicators, supplemented by appropriate evaluation mechanism to eventually ensure that the business objectives are met.
• To integrate the resources and business, synergies to reduce internal losses and improve management effects.
• Identify key control objectives, key process optimization, complemented by smooth system management.
• Improve audit and internal control system of the group and its affiliates and reduction of the associated risks.
• Performance management and control system based on strategy, setting and decomposition of the corresponding process and result indicators, supplemented by appropriate evaluation mechanism to eventually ensure that the business objectives are met.