Due to advancing digitalization, corporate controlling is continuously evolving, thereby enabling significant efficiency gains when used correctly. These changes present new challenges to employees and executives alike: Agile structures and high digital competence are essential for processing an ever-increasing amount of data in continually shorter cycles. Additionally, the growing information overload makes meaningful management reporting increasingly important. It is not sufficient to capture information in separate data streams and divide by departments. Rather, a holistic view of all information is a necessary prerequisite for targeted decision -making. Furthermore, it is crucial to process the data in a way that provides intuitively understandable insights.

An energy provider has requested our assistance in the transformation process of its controlling department. The goal of the transformation was to align the department organizationally and procedurally with the future requirements and developments in the controlling sector. This was intended to not only increase the efficiency of the department but also establish a foundation for a new understanding of controlling and define new forward-looking roles.

To achieve maximum acceptance of the transformation process among the employees within the controlling department, a collaborative project approach was chosen. This approach was characterized by workshop formats in which the department’s employees developed a concept for the future independently, under our moderation.

Based on the seven future roles in controlling defined by the International Federation of Accountants, appropriate roles for the client’s controlling department were derived and assigned to the employees. A gap analysis was then conducted, which, based on the current skills of the employees, identified the development needs of the employees in the transition to the new roles. Based on these needs, individual training offers were developed for each employee, and the new organizational structure was established.

The project established an efficient and sustainable controlling structure. Furthermore, a clearly comprehensible implementation path was developed, which was subsequently implemented by the client. This laid the foundation for achieving the client’s key strategic goals: A significantly improved commercial steering model, an early warning system for long-term liquidity planning, and a high degree of digitized and automated controlling processes.

Due to advancing digitalization, corporate controlling is continuously evolving, thereby enabling significant efficiency gains when used correctly. These changes present new challenges to employees and executives alike: Agile structures and high digital competence are essential for processing an ever-increasing amount of data in continually shorter cycles. Additionally, the growing information overload makes meaningful management reporting increasingly important. It is not sufficient to capture information in separate data streams and divide by departments. Rather, a holistic view of all information is a necessary prerequisite for targeted decision -making. Furthermore, it is crucial to process the data in a way that provides intuitively understandable insights.

An energy provider has requested our assistance in the transformation process of its controlling department. The goal of the transformation was to align the department organizationally and procedurally with the future requirements and developments in the controlling sector. This was intended to not only increase the efficiency of the department but also establish a foundation for a new understanding of controlling and define new forward-looking roles.

To achieve maximum acceptance of the transformation process among the employees within the controlling department, a collaborative project approach was chosen. This approach was characterized by workshop formats in which the department’s employees developed a concept for the future independently, under our moderation.

Based on the seven future roles in controlling defined by the International Federation of Accountants, appropriate roles for the client’s controlling department were derived and assigned to the employees. A gap analysis was then conducted, which, based on the current skills of the employees, identified the development needs of the employees in the transition to the new roles. Based on these needs, individual training offers were developed for each employee, and the new organizational structure was established.

The project established an efficient and sustainable controlling structure. Furthermore, a clearly comprehensible implementation path was developed, which was subsequently implemented by the client. This laid the foundation for achieving the client’s key strategic goals: A significantly improved commercial steering model, an early warning system for long-term liquidity planning, and a high degree of digitized and automated controlling processes.