The Future of Controllership in a Digital Age
We held a mini-interview with Loreal Jiles, Vice president of research and thought leadership, IMA, who will give a lecture on "The Future of Controllership in a Digital Age" at:
1. What do you think is the most significant influence of the digital age on controlling?
Increased demand prompting use of digital tools to deliver strategic decision support through business partnering.
2. How is the role of the controller changing in the digital age?
Controllers are increasingly asked to deliver greater value with fewer resources, operate with a balance of flexibility and efficiency, and leverage digital tools and analytics capabilities to offer insights that inform evidence-based decisions.
3. Do the work and expectations of the controller go more in the direction of IT tool specialists or business specialists?
Definitely business specialists. Although the controllership function is certainly expected to develop deeper technological capabilities than ever before, the greater offering controllers have for organizations is mastery of business acumen and supplementing that knowledge with understanding of digital tool functionality to enable anticipation of and timely response to change.
4. How can a controller create value for business in the digital age?
Value creation in the digital age is achievable for controllers when they focus on talent, technology, and transformation. Ensuring a diverse and capable talent pool, effectively leveraging digital technology to efficiently deliver insights, and implementing transformation initiatives that yield flexible organizational structures, multidisciplinary teams, and agile ways of working are the keys to creating value in the digital age.
5. What competencies do you think the controller will inevitably need in the future, and which ones practically do not exist now?
To meet future demands, controllers still need core competencies of accounting, reporting, and control alongside strategy, planning, & performance, leadership, professional ethics, and knowledge of business acumen and operations. Competencies that are in high demand but are not currently as well-developed as traditional skills in controllership functions are agility, technology and analytics, sustainable business information and management, and transformation.
If you want to learn more about the future of controllership in a digital age, join us at:
PANTHEON Konferencija 2022.
Transformacija podataka i izrada modela...