Since the division of management into individual functions, controlling has – despite some turbulences – been an integral part of management theory. The Covid-19 pandemic broke out in the first half of 2020 and hit the work of perhaps every manager hard. Managers had to adapt their functions, including controlling, because the crisis threatened not only the existence of the organisation but also the lives of its members. Crises also bring opportunities for the wise, and the changes they bring can become permanent. However, a literature review of academic papers revealed that this opportunity was rarely taken and that the authors paid little attention to changes in controlling. Based on a questionnaire survey of 425 organizations operating in the Slovakia (conducted in the spring of 2022), this paper presents case studies of 17 companies on how the controlling function has changed for a number of their managers due to the pandemic. The sample consisted of those companies from which more than one manager responded. Compared to the overall sample, the case study companies did not report a single significant change in function, but the proportion of larger changes was almost double that of all businesses analysed. Although in many cases managers have made changes to control and will retain these changes, the results suggest that this management function has seen only minor, or no changes and the crisis of the Covid-19 pandemic did not turn into an opportunity to optimize it.