The DCC expert work group supports controllers and CFOs on their way to digital competence with concrete, role-specific recommendations for action and the communication of modern methods and technologies. The focus is on strengthening skills in the areas of technology & analysis as well as communication and cooperation.
Driven by digital change, not only are data availability, processes, systems and analysis options (business analytics) changing, but also the requirements placed on controllers in order to exploit all of the information. This creates opportunities, but also the need to acquire new skills and competencies. This is less about the controller having to learn to program - but about recognizing the potential of modern technologies and using them to add value. (See also portrait / focus topics).
Controllers who actively acquire new skills and want to use technological possibilities can take a look behind the scenes of pioneering companies in this expert work group and learn from them. Concrete use cases of successfully implemented "change" projects - from different companies and industries, with different requirements and with different software technologies - are presented and discussed. A network of science and practice ensures the transfer of knowledge and supports the dissemination of the digital controlling concept.
The meetings of the expert WG Digital Controlling Competence take place 2-3 times a year for 3-4 hours each to discuss new and proven digital paths and to make new findings and results accessible to interested parties through articles, blog posts and presentations.
We plan to hold all events in the "TRICAT SPACES", as experience shows that the exchange in this 3D world with avatars works much better than in Zoom or Teams - almost as if personally.
For whom:
Under the leadership of Alexander Hein and Christian Bramkamp, the expert expert group, founded in 2021, is aimed at CFOs and controllers from all industries and medium-sized to large companies without geographical restrictions. Please contact the expert work group if you would like to actively help shape digital controlling.
The focus topics on the way to "Digital Controlling Competence":
- What skills do controllers need in the fields of “Technology & Analysis” and “Communication and Cooperation”, especially in the focus areas
- IT systems & data architecture
- BI tools
- Data & Decision Science
- Development and implementation of initiatives
- Online collaboration
- Presenting and conveying contexts in an understandable way (storytelling)
- What requirements are placed on controllers with the roles of “Decision Scientist”, “Functional Lead”, “Change Agent”, “Business Partner” or “Data Scientist”?
- How can inefficient, fragmented and often purely MS Excel-based controlling processes be developed into fully integrated business and technical planning?
- With which methods and technologies can the “modern controller” support decisions particularly effectively?
- In terms of content: "Advanced planning" (top down planning, countercurrent processes, value driver-based processes, multiple scenario calculations, rolling forecasts, integrated optimization algorithms, planning calendars, flexible granularity, allocations / splashing, initiative planning and tracking, change tracking / workflows / SOX 404, data validation, etc. ) with the involvement of all relevant company areas and experts
- In terms of technic: multidimensional databases, multiattribute analyzes, Excel close to CPM ("Corporate Performance Management"), BI tools & planning solutions, AI (artificial intelligence) / ML (machine learning) in planning, predictive planning, big data, integrated reporting, drill down / drill through solutions etc.
- To what extent are “Sales & Operations (S&OP)” and project (portfolio) controlling anchored in controlling?
- Does the modern controller have to be a data scientist who is familiar with handling large amounts of data (big data), e.g. via Microsoft machine learning / data lakes etc.?
- Where does artificial intelligence / machine learning really make sense in controlling and how can "normal" controllers manage it?
- What adaptation options do digital controlling tools allow in case of exogenous events (such as crises) - how quickly can professional solutions be adapted to changed market conditions, especially compared to Excel?
- How can you as a "change agent" in controlling increase the acceptance of modern technologies and process improvements in all affected departments?
- How can you optimize routine technical work such as data preparation and report distribution so that efficient, agile and proactive action is possible?
- What resources and skills are required for digital controlling applications - where do you get training on this topic from?
- How is data presented in an understandable way and how relationships are conveyed in an understandable way (storytelling, IBCS)
- Which stages of development a digitally oriented controller has to go through?
- Where do digitization and automation reach their limits - what works, what doesn't?
- What happens to controlling departments that are not digital and do not want to become one?
