Congress of Controllers 2025 – Review

After the opening by former ICV Chairman of the Board Prof. Dr. Heimo Losbichler his successor Matthias von Daacke took the floor: “Perfect Storm?

That’s the Congress motto for 2025, but what’s perfect when the worst events come together?”
Controllers are now particularly challenged: as reliable partners to management, as guides who ensure rationality and provide orientation. They are the fitness coaches of companies, so to speak!

Turning the tide of the downturn with optimism for the future

And that was also the view of the first speaker of the day, Dr. Fabian Mehringwho started directly with a “wake-up call”. In his presentation, the Bavarian Minister of State for Digital Affairs argued for a new “idea of Germany” as a shared vision of the state, economy and society. A modern digital state and an innovative administration are central components of this guiding principle.

The future of controlling – between change and stability

Prof. Dr. Heimo Losbichler drew a clear picture of what will remain – and what will change. Controlling will continue to play a key role in companies in the future, but the way in which it is managed, planned and analyzed is changing rapidly. Technological progress, new regulatory requirements, changing social values and demographic developments are coming together – and require controlling that not only moves with the times, but proactively shapes them.

Six central lines of development outline the change:

1. Digitalization & artificial intelligence (AI): Analyses are becoming faster, more precise and more complex – but machines do not replace people. Human added value lies in empathy, contextual understanding and critical thinking. This requires new skills profiles: Professional, social, business and technological skills.
2. Sustainability: CSRD, EU taxonomy and ESG reporting are fundamentally changing the requirements. Controllers must integrate and interpret non-financial data and translate it into management impulses.
3. Complexity & agility: In a volatile, uncertain world, new forms of planning, management and decision-making are needed. Rolling forecasts, scenarios and more resilient processes are becoming increasingly important.
4. Role models in controlling: the classic image of the “number cruncher” has had its day. The new IGC mission statement 4.0 describes differentiated roles – from business partner to data scientist.
5. Demographics: With the imminent retirement of the baby boomers, a lot of knowledge is being lost. At the same time, there is a shortage of qualified young talent – competition for talent is getting tougher.
6. Generational change: Young generations bring new values with them: Purpose, co-determination, work-life balance. This is changing their understanding of leadership and also their expectations of controlling.

Conclusion: The core of controlling – planning, management, information – remains the same. But the methods, roles and expectations are changing. If you are a controller today, you have one of the most exciting jobs in the company – provided you are prepared to continuously develop yourself further.

Controlling Excellence Award: Vonovia

Vonovia received the Albrecht Deyhle Award for Controlling Excellence 2025. Europe’s leading housing company impressed with a data-based management system that makes the technical service with over 3,000 fitters more efficient. At its heart is the digital building twin, which links order, time, quality and cost data in real time. Predictive analytics improves forecast quality and significantly reduces manual coordination processes.

The results speak for themselves:

• 5% higher efficiency in maintenance
• 48% fewer budget discussions with the same management quality
• Noticeable relief for the specialist departments
• High acceptance and profound cultural change

Henkell Freixenet: Controlling in line with strategy
Thilo Rieser presented the Power Circles model that Henkell Freixenet uses to align its management. The four dimensions – brand, sales, supply chain and finance – are managed using KPIs, benchmarks and clear responsibilities. Controlling thus makes an active contribution to the implementation of the corporate strategy 2030. Particularly noteworthy: the logic that combines elements of the Balanced Scorecard and OKR – combined with market-specific flexibility.

Leila Gharani: AI & Python in Excel

Leila Gharani, one of the best-known Excel experts in the world with over 2.7 million YouTube followers, gave a live demonstration of how AI and Python can be used directly in Excel. Among other things, she demonstrated anomaly detection, trend analyses and the integration of external data sources. At the same time, she warned against “fake productivity”: anyone who uses tools such as Copilot without contextual knowledge risks misinterpretation and false security. Her conclusion: AI is a powerful tool – but only in combination with human expertise.

Topic Cluster A – AI: Between hype and reality

Three strong perspectives:

• Dr. Bissantz: Visualizations and AI can be deceptive – without governance, expertise and data quality, the benefits are limited.
• KPMG: The first successful application examples are here, for example in accounting – but AI remains dependent on human judgment.
• DATEV: With the SME index, forecasts and early risk detection, DATEV shows how AI can be put to practical use – provided there is a competence center with governance behind it.

Topic Cluster B – Sustainability & Regulation

• Prof. Gleißner: Sustainability must be understood strategically and not purely as an ESG score.
• HUK-COBURG: Practical experience with the first CSRD report – a rocky road with a clear course.
• Helaba: ESG as part of overall bank management with concrete decarbonization paths and data integration – including publication in the annual report.

Topic Cluster C – Transformation and resilience international

• BENTELER: The company counters global uncertainties with a 4-pillar model – from liquidity planning to efficiency programs.
• ORLEN: Controlling transformation as a “crew on the high seas” – with data expertise and AI forecasts.
• BCG: Supply chain as a strategic success factor – controlling as a co-pilot for integrated planning and resilience.

ICV – Péter Horváth Green Controlling Award: SUND Group

With its “Vision 2030”, the SUND Group aims to manufacture 100% of its products from recycled or renewable raw materials – with growing sales. Green controlling, project management and innovative strength are central to the implementation. Sustainability is not a trend here – it is a business strategy.

Global outlook: Prof. Dr. Manuel Vermeer

His geopolitical wake-up call: while China and India are strengthening their strategic positions, Europe risks becoming a spectator. His recommendation: Europe must invest in infrastructure, SMEs and digital independence – and speak with one voice.

Outlook: The 50th Congress of Controllers will take place in Munich on April 27/28, 2026. An anniversary – and a new opportunity to think together about the future of controlling.