Innovare i sistemi di controllo. Affrontare la crisi e sostenere la crescita

[Autom. eng. transl.] The control systems, when they are capable of innovation and adaptation, can guarantee effective management of the company and guide organizational change, contributing to the sustainability of the company over time. If, however, control ensures the organization achieves its goals, the problem is how to exercise effective control at an acceptable cost. The challenge is complex because the control has multidisciplinary contents; it can be implemented on an organizational, strategic and operational level - even if this distinction is less and less evident in the hybrid organizational forms that transcend traditional models -; you can practice on actions, people, results; it can focus on different components: planning, cyber-checks, rewards and incentives, administrative controls, culture. Alongside the rules and their sharing, the success factor, however, always lies in the behavior of individuals: they are in fact the people who, acting day by day, ensure that the controls are implemented and are effective. This makes the control a particularly difficult and poorly standardizable function. The issue of innovation in control systems is addressed (reference context, planning, implementation) by taking into consideration three aspects: the transformation in the presence of some strategic factors of change, such as the introduction of an ERP system or an operation of extraordinary finance; the role entrusted to them in times of deep crisis and strategic turning point; the support function for company growth. The lessons that can be drawn from the three important cases presented, even if referring to large companies, represent conceptual frameworks of change / innovation that can also be applied to medium and small sized companies.