Successfully shaping digital transformation in controlling:
Evolution instead of revolution
Digitalization in controlling is more than just introducing software
Digitalization offers enormous potential for companies - from more efficient processes to data-based decision-making. However, despite technical advances, many digitalization projects fail. According to a study by the Chamber of Industry and Commerce, one of the main reasons is the lack of acceptance of new technologies by employees - a full 26% of respondents cited this as a key hurdle.
Another critical point: companies often view digitalization initiatives purely as IT projects and neglect the deeper organizational changes. As an analysis in Controller Magazin (2025) shows, it is precisely this under-complexity that often leads to failure. Digitalization (in controlling) is more than just the introduction of software - it changes communication patterns, decision-making processes and corporate structures.
So how can companies in the area of controlling successfully transform digitally? The answer lies in a step-by-step approach that we at CoPlanner like to call "evolution instead of revolution".
Why do digitalization projects fail?
Many companies underestimate the organizational dimension of digitalization. According to a McKinsey study, 70 percent of digitalization projects fail to achieve their goals because companies do not take sufficient account of internal dynamics.
The most common stumbling blocks in digital transformation in controlling:
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Lack of strategic anchoring: Digitization is seen as an IT project and not as a company-wide transformation.
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Underestimation of resistance: Employees fear change if they are not involved in good time.
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Lack of communication: Without a clear vision and transparent communication, uncertainty arises.
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Complexity of processes: Integrating new software into existing processes can be challenging.
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Lack of leadership and change management: Transformation requires clear leadership, agile structures and targeted change processes.
We summarize: Above all, a successful digital transformation in controlling requires strategic leaders who make trend-setting decisions. At the same time, close cooperation between specialist departments, process and IT experts is essential in order to link technical potential with the requirements of the organization.
CoPlanner: Evolution instead of revolution for sustainable change in controlling
Our experience shows: The best way to successful digitalization in controlling is not a disruptive shock, but a gradual, strategically planned transformation.
What does this mean in concrete terms?
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Step-by-step introduction: No abrupt changeover, but a smooth, structured migration.
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Preservation of functioning structures: Existing processes are not eliminated without replacement, but intelligently developed further.
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Involve employees: Clear communication and training reduce fears.
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Flexible integration: The digital transformation in controlling is carried out in line with the individual needs of the company.
Best practices for successful digitalization in controlling
The success factors of digital transformation projects in controlling can be divided into three central pillars:
1. holistic view instead of pure IT project
As the analysis in Controller Magazin shows, an integrated view of processes, hierarchies and organizational structures is crucial. Digitalization projects must be geared towards existing communication processes instead of overhauling them in an unplanned way
2. continuous learning and adaptation
A successful transformation is based on a culture of learning. Organizations must be prepared to question existing patterns and adapt dynamically to new challenges.
This means:
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Iterative adaptation of processes instead of rigid structures
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Agile methods and feedback loops for continuous optimization.
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Resilience through repetition: organizations must understand change as a normal process.
3. Leadership and change management as a success factor
The management level plays a decisive role. According to the study by Eidenschink & Merkes (2021), the following questions are central to a successful transformation:
- How do formal and informal structures influence the organization?
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What role do leadership and management skills play in success?
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How can the organization be sustainably adapted to the digital environment?
Effective change management is crucial here. This includes:
- Early communication of the planned changes.
- Internal ambassadors who promote acceptance within the team.
- Targeted training to reduce fear of contact.