{"id":11432,"date":"2025-06-13T09:09:23","date_gmt":"2025-06-13T09:09:23","guid":{"rendered":"https:\/\/icv-controlling.com\/?post_type=blog&p=11432"},"modified":"2025-06-24T04:50:57","modified_gmt":"2025-06-24T04:50:57","slug":"the-importance-of-change-management-in-sustainability-projects-copy-copy-2","status":"publish","type":"blog","link":"https:\/\/icv-controlling.com\/en\/blog\/the-importance-of-change-management-in-sustainability-projects-copy-copy-2\/","title":{"rendered":"Rethinking controlling: A Tier 1 supplier in transition"},"content":{"rendered":"
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Rethinking controlling: A Tier 1 supplier in transition<\/h2> <\/div>\n <\/div>\n
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At the 49th Congress of Controllers<\/a>, Tim Harrenkamp, Vice President Corporate Controlling at the BENTELER Group, spoke about the current challenges facing the automotive industry – and about how controlling is repositioning itself in a globally positioned Tier 1 supplier. BENTELER, headquartered in Salzburg, is active worldwide, has a broad technological base and has been deeply rooted in the automotive value chain for decades. Harrenkamp gave an impressive account of how the role of controlling has changed – from a pure supplier of figures to a strategic partner that prepares decisions, evaluates scenarios and reacts flexibly to uncertain market conditions. In the face of global disruptions – from the pandemic and geopolitical crises to supply chain problems and inflation – it is crucial to become more agile and resilient. Technological change in particular, such as the transition to electromobility, poses new challenges for suppliers, even if BENTELER is less directly affected due to its largely neutral product range in terms of drive technology. Nevertheless, the planning uncertainties on the customer side have a direct impact on the company’s own business. <\/p>\n

The presentation made it clear that traditional forecasts alone are no longer sufficient. Instead, BENTELER now relies on a combination of strategic foresight and operational management – with scenario-based five-year planning, short-term 13-week liquidity forecasts and regular forecasting. These instruments have proven to be extremely helpful, particularly during the restructuring phase. Stringent capital allocation is just as important: every investment is accompanied by a robust business case, while at the same time a model for the targeted allocation of scarce funds is developed together with the strategy department – always in line with the Group strategy and broken down to the markets and divisions. <\/p>\n

For controlling, operating internationally also means reacting flexibly to regional differences. While decision-making processes in Europe are often more hierarchical and slower, they are more direct and faster in Asia. This is why BENTELER relies on a balance of local responsibility and centralized management supported by clear governance structures. One example in which internal decision-making processes were fundamentally revised was particularly exciting. Instead of individual assumptions, the company now relies on standardized basic scenarios and data-based variant evaluation – which has significantly improved the quality and speed of decisions. <\/p>\n

Digitzation and AI are also playing an increasingly important role. Many administrative processes are already automated, for example in accounting or analysis preparation. Harrenkamp sees potential in artificial intelligence, but also speaks of a current experimental phase. It is important not to view technology in isolation, but to think about it together with processes and content – an approach that BENTELER is currently pursuing in a global planning project. <\/p>\n

So what skills will be needed in the controlling of the future? Harrenkamp puts it in a nutshell: understanding figures alone is no longer enough. What is needed is market intelligence, critical thinking, strong communication skills and the ability to understand complex interrelationships and translate them into solutions. The controller of the future is networked, thinks like an entrepreneur and acts as an equal – not as a number cruncher, but as a genuine business partner. <\/p>\n

The presentation at the Congress impressively demonstrated that excellent controlling is no longer just a question of specialist knowledge, but above all a question of attitude and the ability to adapt to a dynamic world. The ICV is actively supporting this change – with a strong network, specialist exchange and the clear goal of further developing controlling in all sectors. <\/p>\n <\/div>\n

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