One of the core tasks of management and controlling in a company is goal-oriented corporate planning. This strategic orientation defines measures and goals that are to be implemented in realistic partial periods. In the current economic situation, however, targeted, forward-looking corporate planning is extremely difficult for many companies for several reasons. Trade conflicts between different countries or the intended withdrawal of Great Britain from the EU make future-oriented planning difficult.

At present, there are no signs of short-term economic slowdowns in the EU single market, the German unemployment rate is low and wage settlements and pensions are rising steadily. Nevertheless, there is still no certainty for the coming year and the management and the specialist departments for controlling must plan very carefully and take possible risks into account.

Targeted analyses that deal with internal and external influencing factors are indispensable. The well-known STEP analysis, which deals with political, economic, social, legal and environmental factors, is used to examine a market and the associated market opportunities in detail. The so-called management cycle for corporate planning must therefore be continuously adapted, implemented and corrected.

Budget, balance sheet, investment and financial planning are four fundamental points of corporate planning that must be taken into account for the year ahead. Business relationships with trading partners in the UK should be particularly carefully scrutinised in view of the impending breakeven. Through the planning process, companies can gain valuable insights into the impact of individual factors on the organisation and business results. Bottlenecks, delays and alternatives urgently need to be taken into account.

A complete withdrawal of the British from the internal market would hit not only Greater London but also the industrial and innovative regions in the south of the country.