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Informationen zum Autor Georges Nurdin, MSc., MBA, Ph.D, FinstD, studied international business, management and economics in Oxford (UK), Paris (France), Berlin (Germany) and in the USA. For over 20 years he held global divisional CFO, CEO and Director positions in leading American and European multinational corporations, including GE, Du Pont de Nemours, L&G-Siemens and Valéo. His extensive international experience spans Europe, Russia, the Middle East, Africa, the Americas and Asia. For the last ten years Dr Nurdin has advised private and public sector boards and international organisations on international business, economics, trade and cross cultural management. Dr Nurdin authors articles and publications and regularly delivers lectures and conferences in leading world business schools. Klappentext This book is designed to help Business Controllers / Accountants / Finance Directors / Bankers / Financial Analysts / Business Consultants to understand that International Business Control is much more than just a business being IFRS and US GAAP compliant! or just an extension of the domestic HQ control system. Zusammenfassung Helps you identify and monitor the 12 key drivers that lead to sustained international performance! across cultures! countries and sectors. This book lets you understand why 75 per cent of international M&As fail! and how to remedy these massive value depletion factors. Inhaltsverzeichnis 1. Introduction; 2. From domestic business control to international business control; 3. The different business control models according to the different phases of the internationalisation process / dynamics; 4. The different cultural factors that drive the business and their control related issues; 5. Roles and competencies of the business control according to the different cultural models; 6. How should business control be shaped to best fit with phases of internationalisation dynamics! cultures! critical factors; 7. Which profile for which type of international business controller; 8. Conclusions ...
List of contents
1. Introduction;
2. From domestic business control to international business control;
3. The different business control models according to the different phases of the internationalisation process / dynamics;
4. The different cultural factors that drive the business and their control related issues;
5. Roles and competencies of the business control according to the different cultural models;
6. How should business control be shaped to best fit with phases of internationalisation dynamics, cultures, critical factors;
7. Which profile for which type of international business controller;
8. Controlling for international enduring
performance;
9. Controlling for the environment;
10. Conclusion
