Sailing is a true school of teamwork, trust, and quick decision-making under pressure. In challenging conditions, there’s no other way but to act together. Success — and sometimes even survival — depends on it. The same applies when we’re "sailing" in business: developing the company and guiding it safely through successive challenges. Here too, you won’t get far without cooperation. This is exactly how we should view the relationship between accounting and controlling. These are two areas that may follow different routes — but always toward the same destination.
Accounting and Controlling - Breaking Down the Silos
Until recently, the division was clear. Accountants represented the past and present, while controllers focused on the future. Accountants faithfully documented the current state of affairs, ensured compliance with regulations, and maintained objective, accurate financial records. Controllers, on the other hand, were responsible for forecasting, analysis, and guiding strategic growth. That was the status quo — until now.
Today, finance functions are undergoing a major transformation. Accounting and controlling are no longer isolated disciplines, operating on opposite ends of the financial spectrum. Their roles are increasingly intertwined. Finance teams are far more effective when accountants move beyond reporting the past and become actively involved in decision-making, risk management, and value creation. At the same time, controllers benefit from a solid understanding of where the data comes from, how it is structured, and the principles of financial accounting.
The most successful organizations are those where collaboration between accountants and controllers is not only encouraged but expected. Both roles now require a broader perspective and an appreciation of their impact on the business as a whole.
There is no point resisting this evolution. It is, in fact, a natural response to the changing business landscape. The pressure for greater integration between accounting and controlling stems from rising stakeholder expectations, rapidly evolving technologies, and growing market uncertainty. Finance professionals must work together to deliver agile, data-driven insights and support the organization in navigating an increasingly complex world.
Daily Conflicts vs. "It's not always easy, but we can work together"
To better understand the dynamics between accounting and controlling teams, I decided to ask the professionals themselves. Using a LinkedIn survey, I collected responses from over 100 participants working in finance-related roles.
What were the key results?
- 48% of respondents agreed that cooperation between accounting and controlling is difficult, but manageable.
- 25% believe that true synergy between these functions is possible.
- 12% admitted that the relationship is marked by constant conflict.
While the number of people openly reporting frequent conflict was relatively low, what stands out is how many respondents were unsure about the potential for synergy between accounting and controlling. But shouldn’t this kind of collaboration be the norm?
Why the skepticism?
One explanation may lie in the misalignment of goals and priorities. Accounting teams focus primarily on compliance, accuracy, and regulatory reporting. Their top priority is ensuring that financial operations are formally correct and legally safe. Controllers, on the other hand, are driven by different priorities — variance analysis, data modeling, and forecasting. Their work is forward-looking and centered on data-driven decision-making.
Once again, we observe the familiar tension between the past/present (accounting) and the future (controlling). But this opposition is only superficial. In practice, accounting and controlling can — and should — complement each other.
To achieve this, both parties need to foster mutual understanding and cross-functional alignment. A controller who ignores the fundamentals of accounting may misinterpret the data or make inaccurate assumptions in forecasting and budgeting. An accountant who is overly focused on their own narrow scope may miss the bigger picture — and underestimate their critical role in supporting strategic decision-making.
Numbers Matter - But People Come First
A consistent approach to financial data is important for effective collaboration between accounting and controlling teams. But it’s not the foundation. The true effectiveness of finance work depends on the ability to understand numbers within a broader business context. Put simply: in controlling, it is essential to make decisions with a human-centric perspective — one that takes into account the intentions, expectations, and actions of colleagues from across the organization. On the other hand, accounting professionals should be aware of how their work impacts the company’s future, including the decisions made by managers and the controlling department.
Numbers are only a tool. Data has value only when it is properly interpretwd and translated into real, actionable solutions. This becomes possiible through open communication between accountant and controllers. Dialogue helps bridge gaps, align expectations, and turn raw data into meaningful insights.
At PKF, we consistently emphasize the importance of building strong communication channels between finance teams. We also highlight this message when supporting our clients — because ultimately, collaboration and mutual understanding are what drive effective financial operations.
Technologies That Unlock the Potential of Accountants and Controllers
The pace of change in the finance profession is so rapid that calling it a revolution is no exaggeration. Tasks that were once performed manually are now automated. Paper-based processes have been replaced by digital document workflows, with data stored and analyzed in the cloud. Advanced IT tools are being implemented on a large scale. All of this is truly transforming not only how finance teams work, but also what roles accountants and controllers play within modern organizations.
Finance automation is not a threat — it's an opportunity. With routine tasks being automated, accounting and controlling professionals can free up valuable time and resources. This enables them to focus on what truly matters: critical thinking, challenging assumptions, asking the right questions, and applying empathy when analyzing business needs and communicating across departments. The key to success lies in combining technology with human skills. Integrating soft competencies — such as strategic thinking and a broad understanding of the business context — with digital tools and platforms gives finance teams a real competitive edge. In contrast, resisting innovation and sticking to outdated methods only limits potential and slows progress.
A 360-Degree View of the Business
A 360° controller — just a trendy concept, or a genuine way to improve business processes within a company?
Let me share what I observe at PKF, where I have the opportunity to work alongside more than a hundred finance experts. Indeed, individuals who look at the company’s business and finances as a whole, in a broad context, are an extremely valuable asset to any team. Their value lies in not confining themselves to their specialization, but in understanding all elements of the process: bookkeeping, data analysis, and strategic advisory.
This is exactly how the idea of a "360° controller" should be understood. Such a person sees the interconnections between various business activities, understands the mechanisms, and — most importantly — interprets them correctly and communicates them to other members of the organization. As a result, all stakeholders — the management board, managers — have the foundation they need to make the right business decisions.
Different Roles, One Common Goal
Accountant, controller — these are just job titles. Their roles within organizations are becoming increasingly fluid, and the distinctions between them often blur. Professional identity is no longer defined by a list of responsibilities, but by the value a specialist brings to the company.
Today, the question about the differences between an accountant and a controller is secondary. What’s far more relevant is asking: what role does a given specialist play within the organization? And that role should not be limited solely to managing the financial past or future. The greatest potential for success and meaningful contribution lies with those who can effectively combine both areas — those who not only gather data, but also analyze it and view it in a broader context.
When we look at the roles of controlling and accounting from this perspective, the sailing metaphor introduced at the beginning of the article becomes easier to understand. Controllers and accountants can be members of a well-functioning crew, each with their own tasks, but united by a common goal. Along the way, they may (and almost certainly will) encounter a storm — but with a spirit of partnership, they’ll weather the rough seas and reach the harbor together!