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17:24 Aug 18, 2013 |
German to English translations [PRO] Bus/Financial - Finance (general) / corporate structure | |||||||
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| Selected response from: Peter Nutting United States Local time: 13:44 | ||||||
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Summary of answers provided | ||||
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4 | "layer-piercing" |
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3 +1 | direct line financial reporting structure |
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Context |
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Discussion entries: 12 | |
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"layer-piercing" Explanation: The expression may be based on this paper (in both German and English): http://uss.iwi.unisg.ch/fileadmin/uss/images/Publikationen/2... -------------------------------------------------- Note added at 1 hr (2013-08-18 18:31:49 GMT) -------------------------------------------------- The German version: http://uss.iwi.unisg.ch/fileadmin/uss/images/Publikationen/2... |
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direct line financial reporting structure Explanation: or something similar.. Once Phil provided some context, the concept became quite clear. See examples below: "As First Service Networks’ Chief Financial Officer, Mark manages the company’s financial reporting structure while providing direct fiscal oversight across every division of the organization." http://www.firstservicenetworks.com/about/mark-mceneaney.htm... "Also, the financial organization will be consistently strengthened by direct reporting lines from the Group's CFO to the respective business segment management." "Do you think more of a direct line management structure might be a better structure for the firm to get more direct accountability to the various divisions?" -------------------------------------------------- Note added at 9 hrs (2013-08-19 03:08:46 GMT) -------------------------------------------------- Hi ElliCom, I agree the German term sounds a little odd but the imagery is on the mark. Penetrating or piercing through the layers. Structurally similar to the English phrase "cutting through red tape" Reference: http://www.logwin-logistics.com/fileadmin/user_upload/Downlo... Reference: http://www.bradreese.com/blog/5-5-2011.htm |
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32 mins peer agreement (net): +1 |
Reference: Context Reference information: Ein Beispiel für die Stärkung der unternehmerischen Verantwortung bei den Geschäftseinheiten ist die „durchgestochene Finanzorganisation“. Ehemals wurde ein Investitionsantrag zuerst im Geschäftsbereich und anschließend ein weiteres Mal in der Holding beurteilt. Nicht nur sind die Redundanzen offensichtlich – die Praxis förderte auch das Misstrauen und entband das Controlling des Geschäftsbereichs aus der Endverantwortung. Gut aufgestellte Unternehmen lösen das Problem so: Der CFO des Geschäftsbereichs berichtet direkt disziplinarisch und fachlich an den Konzern-CFO. Dieser hat dadurch direkten Durchgriff auf das Investitionscontrolling des Geschäftsbereichs – und benötigt daher keine eigene Abteilung hierfür. Reference: http://webcache.googleusercontent.com/search?q=cache:OAUIuPm... |
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