Controlling vs. Business Analysis: Theoretical and Practical Perspectives in a Dynamic Business Environment

Abstract

The paradox of "time compression in decision-making" is to create quick and informed decisions. Traditional management support functions are no longer delineated, their functions and structures are mixed, and the question of understanding the character of the relationship between modern business analysis and controlling is imposed as an imperative. Business analysis, as a scientific discipline, studies the company and its business opportunities through analytical methods and theoretical frameworks. In contrast, controlling is a managerial concept that integrates the functions of planning, analysis, and control, relying on the findings of business analysis to support the decision-making process. The subject research comparatively analyzes the mutual relations of business analysis and controlling, examining how they develop and function in theory and practice. Special attention is paid to the need to affirm the integrated approach to controlling, which includes a synergistic effect, and the "clinical" methodological structure of the analytical procedure of business analysis, in holistic business management. The results of the research showed that business analysis, as an autonomous scientific discipline, is independent of controlling, but in business practice, it is often functionally connected with it. It was identified that in the scientific framework of business analysis controlling is studied as a management instrument, while in modern business practice controlling organizationally unites the function of business analysis.