{"id":10798,"date":"2025-05-21T22:19:38","date_gmt":"2025-05-21T22:19:38","guid":{"rendered":"https:\/\/icv-controlling.com\/?post_type=blog&p=10798"},"modified":"2025-05-31T17:22:58","modified_gmt":"2025-05-31T17:22:58","slug":"health-controlling-4-0-into-the-future-with-data-attitude-and-technology-copy","status":"publish","type":"blog","link":"https:\/\/icv-controlling.com\/en\/blog\/health-controlling-4-0-into-the-future-with-data-attitude-and-technology-copy\/","title":{"rendered":"Congress of Controllers 2025 – Review"},"content":{"rendered":"
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The core of controlling remains – methods, roles and expectations change<\/div>

Congress of Controllers 2025: from awards and AI to wake-up calls<\/h2>
\u201cThe Perfect Storm\u201d and what it means for corporate management<\/div> <\/div>\n <\/div>\n
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Six lines of development outline the change<\/div>

Controlling: Proactive design remains in demand<\/h2>
AI and human expertise: the perfect match<\/div> <\/div>\n <\/div>\n
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After the opening by former ICV Chairman of the Board Prof. Dr. Heimo Losbichler<\/strong><\/a> his successor Matthias von Daacke<\/strong><\/a> took the floor: “Perfect Storm?<\/p>\n

That’s the Congress motto for 2025, but what’s perfect when the worst events come together?”
\nControllers 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! <\/p>\n

Turning the tide of the downturn with optimism for the future<\/strong><\/p>\n

And that was also the view of the first speaker of the day, Dr. Fabian Mehring<\/strong><\/a>who started directly with a \u201cwake-up call\u201d. In his presentation, the Bavarian Minister of State for Digital Affairs argued for a new \u201cidea of Germany\u201d 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. <\/p>\n

The future of controlling – between change and stability<\/strong><\/p>\n

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. <\/p>\n

Six central lines of development outline the change:<\/strong><\/p>\n

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  1. Digitalization & artificial intelligence (AI):<\/strong> 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. <\/li>\n
  2. Sustainability:<\/strong> 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. <\/li>\n
  3. Complexity & agility:<\/strong> 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. <\/li>\n
  4. Role models in controlling:<\/strong> the classic image of the \u201cnumber cruncher\u201d has had its day. The new IGC mission statement 4.0 describes differentiated roles – from business partner to data scientist. <\/li>\n
  5. Demographics:<\/strong> 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. <\/li>\n
  6. Generational change:<\/strong> 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. <\/li>\n<\/ol>\n

    Conclusion:<\/strong> 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. <\/p>\n

    Controlling Excellence Award: Vonovia<\/strong><\/p>\n

    Vonovia received the Albrecht Deyhle Award for Controlling Excellence 2025<\/a>. 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. <\/p>\n

    The results speak for themselves:<\/strong><\/p>\n