The strategy process as the starting point of corporate strategy holds significant importance for long-term success. An increasing number of companies recognize its relevance and involve controlling in its design and implementation. Jürgen Weber, Pascal Nevries, Ines Christoph, Christian Pfennig, René Rambusch, and Almuth Spatz have explored, through eleven large German corporations, how the strategy process is structured in practice, which success factors need to be considered, and what role controlling plays in this context. In addition to the status quo, the authors highlight important areas of action for controllers.