Use Case: Developing a Globally Consistent Understanding of Controlling at Gebr. Knauf KG
Consistent controlling worldwide: How number providers become true business partners.
Initial situation
Gebr. Knauf KG is one of the world’s largest building materials manufacturers, offering a broad portfolio of systems and products for gypsum, insulation, and ceiling solutions. The company operates in 90 countries and runs more than 300 production plants worldwide. With over 43,500 employees, Knauf generates revenue of more than EUR 15.6 billion.
Against the backdrop of strong international growth, the challenge was to establish a consistent understanding of management control and Controlling across all global locations.
At the same time, the role of the controller was to be further developed— moving away from being purely a “number provider” towards becoming a true business partner who acts as a sparring partner and actively supports various functional areas such as production, sales and IT, as well as top management, in decision-making.
Approach
To implement this, the public five-stage training program of the CA controller akademie was adapted into compact four-day seminars. For more than ten years, each stage has been held once a year in Würzburg, close to the headquarters in Iphofen. In addition, international inhouse trainings are held in Asia, South America, and the United States, bringing together controllers from the respective regions.
In total, more than 700 controllers worldwide have already been trained. The program focuses on the practical transfer of Controlling knowledge and the direct application of methods and tools. This is ensured in particular through case studies based on real consulting projects.
In addition to professional qualification, strong emphasis is placed on personal development. Communication, presentation, and facilitation skills are also strengthened.
Another key component is intercultural exchange, which is deliberately encouraged in order to sustainably strengthen Knauf’s global controller community.
The trainings and workshops — often involving international CFOs — cover a broad range of topics, including:
- Controllers as business partners
- Target-setting, planning and management control processes
- Variance analysis and forecasting
- Planning and capital investment appraisal
- Sales controlling
- Reporting according to IBCS standards
- Fixed-cost controlling
- Digitalization in controlling
Impact
The program created a globally consistent understanding of Controlling, including clearly defined terminology, approaches, and methods. This provides the foundation for consistent management control of the company across all locations.
In addition, the exchange of experience and best practices among the international units has been significantly intensified. Consistent reporting standards and a clear structure for variance and forecast discussions contribute to greater transparency and comparability.
Cost and performance accounting was also specifically developed further as part of the initiative. Particularly noteworthy is the transformation of FP&A managers: despite their originally stronger focus on Financial Accounting, they successfully developed into the role of Controlling business partners.
Overall, this created closer integration between Management Accounting and Financial Accounting and sustainably strengthened the strategic relevance of Controlling within the company.
Client testimonial
Dietrich Betz, Head of Group Reporting, Gebr. Knauf KG
“The understanding of Controlling beyond German-speaking countries is fundamentally different. That is why, at Knauf, we place great importance on speaking the same language in Controlling worldwide.”