Now, for a
change, a topic in which satirical exaggeration is not so easy for me.
be the reason? Maybe the topic is simply too close to my heart, too important
to me. Also, I have not yet completely penetrated it myself, thought it through
to the end, internalized it. At least that’s what my gut tells me.
question the title again. Shouldn’t it actually be “I” instead of
“you” (or at least “we”)? But it’s OK. After all, I already
have a certain advantage, because I have already dealt with it. That’s enough of
doubt. What is it about? It’s about risk management.
While sorting through my mother’s estate, I came across the “Öko-Knigge” ecological etiquette guide (unfortunately not translated into English). Rainer Griesshammer’s book was published in 1984, and I gave it to her sometime in the 80s as a birthday present – which proves that the admonishing index finger was not only pointed from mother to daughter, but also vice versa.
I cannot list all the problems that can arise with the introduction of a profit center organization, but for the interested reader here is an example of the hidden pitfalls of this system. The whole thing packed into one simple question:
profit center manager, who, due to the “considerable” internal
transfer price for the use of a meeting room of the “internal facility
management”, capitalizes on a cheaper external room…
readers will have worked or are still working in a profit center. It is
possible that some of them have not been introduced to any other form of
organization and therefore could not see any difference for “their
work” at all. For this article I originally wanted to comment on a few
personal experiences as ironic anecdotes. But since only few people know the
phenomenon of profit centers (short PCs) from the perspective of management or
finance, I decided to report a little more about the background and history of