Agile controlling

Intro: Thinking framework for agile controlling

• Definition of key terms and agile principles in controlling.
• Relevance of data-based decisions in dynamic environments.
• Change in the controllers: from reporter:in to business partner.

Understanding the dynamic environment

• Challenges posed by VUCA, Green Deal, technology, markets.
• Decision paralysis due to data overload and lack of governance.
• Why resilience and adaptability are becoming vital in controlling.

Agile decision support in practice

• Utility value analysis: systematic decision-making in complex situations.
• Scenario analysis: developing robust strategies under uncertainty.
• Simulation and driver logics to support agile planning and control.

Data as a raw material for agile controlling

• Presentation of methods including customer and employee centricity for typical controlling processes.
• Integration of the methods into the controlling cycle.
• Recording the needs of all relevant stakeholders.

Reports with impact - from information to action

• Decision-maker-centered report formats.
• Storytelling with numbers: Content, relevance, impact.
• Real-time capability, visualization and interactivity.

Roles, attitude and further development

• The modern controller as a sparring partner, analyst and enabler.
• Competence profiles for agile controlling.
• Requirements for leadership, cooperation and self-image.

Understanding and shaping change - controlling as a driver of transformation

• Why controlling is not only affected by change, but must actively shape it.
• Fundamentals of successful change management: clarity, communication, commitment.
• The contribution of controlling to the acceptance of change in the company.
• Dealing with resistance: From payer to enabler.

What's next?

• Assess maturity level and identify potential for change.
• First steps on the way to agile controlling.
• Derive sustainable anchoring and quick wins.