A Few Thoughts on Training Sessions in English

Sometimes, the most difficult part of an English controlling seminar is not spelling depreciation correctly.

It is agreeing on what approximately means.

Or, more precisely: How much precision does a good decision really need?

Sometimes, a simple and pragmatic solution is exactly right. It creates speed, clarity and focus – and prevents a discussion from turning into a full-day workshop on the third decimal place.

But simplification has its limits. Important cost structures, allocation effects, margin differences or steering signals can disappear. And suddenly, a “good enough” number becomes good enough to support the wrong decision.

This is where controlling expertise matters.

Controllers need to know when a rough approach is sufficient – and when more detail is necessary. And they need to explain why additional precision is not unnecessary complexity, but sometimes the prerequisite for a better decision.

That is why discussing controlling in English is about much more than language.

It is about making methods, assumptions and recommendations understandable across different management cultures.

The challenge is not to speak perfect English.

The challenge is to make controlling logic convincing across borders.

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