Italy Associate Professor of Business Economics University of Bologna Core Faculty
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Riccardo Silvi is Associate Professor at the University of Bologna where he teaches Performance Measurement Systems, Cost Management, Business Performance Analytics. He is Scientific Director of the Master in Business Administration, Finance and Control at Bologna Alma Business School. His main research interests include management control, strategic cost management, performance management and business modeling, on which he has a number of publications in reviews such as: European Accounting Review, International Journal of Productivity and Performance Management, Cost Management, Advances in Management Accounting, Journal of Corporate Accounting and Finance and the Journal of Operations Management.


Accounting principles, consolidated statements and cost accounting. Context and relevance of auditing in company management. The analysis of economic-financial performance of a company. Economic-financial forecasts and budgeting. The use of budget analysis to understand competitive dynamics and to manage company-client-supplier relations. The calculation and analysis of costs in decisions and for management audit. Strategic audit systems and strategic cost management.

CORE COURSE - Cost accounting systems. Tecniques of cost management and cost modelling: from cost cutting to cost management. Strategic analysis of costs: activities, costs and cost drivers. Activity-based strategic and operational cost management. The value of activities and their potential profit. The management of costs in the Value System and the network. The mapping of process costs for the management and development of efficiency: Process Cost Mapping. The management of costs in the project design phase: Target Costing. Capacity Cost Management.

CORE COURSE - The course aims to provide the basic skills necessary to: understand the economic-financial aspects of management; analyze the economic-financial performance of a company; utilize cost information to analyze efficiency and efficacy of company processes; manage costs during the project phases; and understand the role of budgeting control as a guiding operational mechanism for complex organizations.

This course introduces the main concepts of financial and managerial accounting. Financial accounting covers accounting notions, principles, and the structure of the three main financial statements. It also includes profitability and financial performance analysis. Managerial accounting includes basic cost concepts, cost behavior patterns, and the use of managerial accounting data for decision-making, management control systems and performance measurement systems. Particular focus is placed on intangible and intellectual capital measurement and reporting, on non-financial performance measurement systems and strategic cost management.

CORE COURSE - The use of economic and financial information to manage competitive advantage. Models for the analysis of economic and financial performance. Parameters for the valuation of the profitability of a company. Financial sustainability for the tax performance of a company. Strategic sustainability of a company’s performance. Economic and financial benchmarking. Budget analysis for the management of vendor client relations. Strategic control systems and performance monitoring (Balanced Scorecard). Simulation techniques for economic and financial performance. Performance management.

This course provides students with a deep understanding of the following topics: the reference model. The analytics for understanding the pattern and the business dynamics of an enterprise. Business process analytics, market, custodian and supply chain analytics; analytics of competitors. Financial cost and revenues analytics. The use of business analytics in the design of systems for measuring the company's performance.

Business performance analytics is the extensive of data and analytical methods to understand and control business dynamics and performance. The aim of this module is to provide participants with tools and model for the comprehension of the big picture and the design of a firm’s business map; definition of a business performance model; identification and selection of key success factors, information needs, (big) dta sources for performance management; the assessment of performance factors and dynamics; the development of simulations and scenarios; specific tools and models include: financial roadmaps, cost analytics, process, customer, competitors, suppliers measures. Teaching methods: business case discussions. Case Study: Watson (Performance Management, Digital Analytics).