By Frank Partnoy
"Readers are not going to discover a extra readable rationalization of ways the economic climate has replaced because the Eighties and who got here unstuck." --"Financial Times"
The still-unfolding monetary tale is terrifying. one after the other, significant organizations reminiscent of Enron, worldwide Crossing, and WorldCom are imploding throughout us, prey to a greed-driven tradition and doubtful or unlawful company finance and accounting. we've got reached a dangerous crossroads.
In a compelling and worrying narrative, Frank Partnoy brings to endure all of his abilities and adventure as a securities lawyer, monetary analyst, and legislation professor to inform the tale of the increase of the buying and selling tools and company monetary buildings that now imperil the commercial overall healthiness of the rustic. beginning within the mid-1980s, he records how each one new point of economic hazard and complexity obscured the affliction of company the US. eventually, Partnoy bargains transparent regulations that could store our economic climate.
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Sample text
Während früher die Definition von sequenziellen Arbeitsabläufen vorherrschend war und Führungskräfte oft alleine die Verantwortung trugen, förderte der Trend zur Dezentralisierung einerseits die Wahrnehmung von Ergebnisverantwortung vor Ort (dezentral). Andererseits mussten die Fähigkeit zur Anpassung in der Zukunft sowie die Konformität mit der Strategie gewährleistet bleiben. Sind Organisationseinheiten für Ihr Ergebnis selbst verantwortlich, so 4 Vgl. CHANDLER (1962). Finance Transformation durch Shared Services 31 riskieren sie Handlungen zum Vorteil der eigenen Organisationseinheit, die möglicherweise auf Kosten anderer oder zukünftiger Gewinne gehen.
So bekommt ein Shared Service das Mandat zur Prozessstandardisierungen (Input-Parameter). Sofern Prozessinputs ohne veränderte Leistung (als Output-Parameter) standardisiert und harmonisiert werden, stellt sich noch kein Konfliktfall zwischen den dezentralen Organisationseinheiten (neuen Kunden) und den Shared Services ein. Mit der Standardisierung und Harmonisierung von Prozessen kann es allerdings auch Veränderungen der so genannten Service Levels (SLs) geben, die für bestimmte Organisationseinheiten eine Leistungsreduktion bedeuten.
Darüber hinaus stellt es ein gewisses Konfliktpotenzial dar, wenn Geschäftseinheiten und Shared Services von der Unternehmenszentrale gleiche Ziele bekommen. Dadurch können verschiedene Ineffizienzen bei Budget-gesteuerten Shared Services auftreten: ¾ Sind prozessuale Einsparungsmöglichkeiten gehoben, können nur noch leistungsbezogene Änderungen umgesetzt werden. Welche dies sind, muss jeweils mit den Geschäftseinheiten ausgehandelt werden. Diese haben bei eigenen Einsparungszielen aber oft widersprechende Anforderungen.
