ABSTRACT
As its name clearly implies, the focus of the corporate centre in the controls configuration is on establishing excellent control processes that add value to the businesses within the group. This means that the dominant skills at the relatively small, indirectly involved centre will be financial management so that stretching, but not completely unrealistic, targets can be set and appropriately tailored, but primarily financial, performance measures established. The best examples of this shareholder style of corporate centre develop world leading expertise in this area of governance so that the costs incurred at the centre are easily outweighed by the improved performance of the underlying businesses. These issues are re-shown in Figure 4.1.
