Introducing automated accounting is so much more than just a new system. The whole business value lies in the implementation and not in the technology. So in order to take advantage of your new modern system, you have to spend time and effort to get it right from the start.
Switching to automated accounting means a change in the way you are used to working. It places higher demands on you initially so that you can then do everything once and in one place. Therefore, switching to digital accounting requires a really good implementation in order for you to build for growth.
Proper implementation maximizes the business value from the system
Most people hesitate in change, it is a little difficult. We humans usually do not seek change for the sake of it, but we seek improvements in what we do. We want to make things more efficient and productive. We want to have a better look at the figures or avoid personal dependencies and so on. The start of the implementation is precisely why. What do you want an organization to achieve with automation? What improvement do you strive for? What do you want to work better tomorrow?
For most organizations I have encountered, the driving force is to gain greater control over the numbers. They want to be able to see the actual result here and now, not in three months. To achieve full transparency and control, a thoughtful implementation is required. The business value is not in the system or the technology, but in that we ensure that you achieve the desired result. That what should be improved is actually improved. Therefore, implementation is crucial to getting the full value out of a new and modern system.
Automated accounting – half human half processes
In most cases, automated accounting means that one or more changes need to be made. This may include payroll management, bonuses, invoicing etc. It does not have to be very big things, but for the customer these changes often feel difficult. After all, it means that they need to leave a safe path that they know. And it’s hard for most people.
Successful implementation is therefore largely about leading people in change. It is about helping the customer to let go of old habits to achieve the improvement they are striving for. A large part of the work is therefore the human aspect, that is, to support and lead this change journey together with the customer’s internal project manager. The anchoring begins long before the implementation and it is precisely the internal project manager and the foundation that lay the foundation for a smooth or shaky implementation later.
The next part is about minimizing errors, that is, building to make it right from the start. On the same day that the system goes live, you should be able to get real-time data and it should be correct. That is the whole purpose of the implementation. And that is why I am so careful about standardization and processes. Having exceptions can feel tempting, but never thump the processes! For every exception you allow, you build in a backlog and a risk of failure.
So briefly, an implementation involves inventing your processes and making sure they are adapted to the system you are implementing. It does not have to be major changes required, but there will be profitable changes in the long run. And of course it happens that we come across processes that are more difficult to standardize than others. But the solution is not to allow manual steps, the solution is to take the help of us experts who have done this many times before. We can come up with suggestions and best practices that will help you move on without letting go of the condition of having processes for everything.
The best thing about this inventory and standardization is that any errors that lie and ripples like sourdoughs in the old system come to the surface. Then you have a chance to redo and do the right thing so that you actually get maximum business value from the system day one.
3 quick steps to successfully automate accounting
In order to maximize business benefits with digital and automated accounting, you need to do the following three things in your impelmentation:
Do an analysis of your organization . What do you want to improve? What do you need help with?
Take time for anchorage. You don’t want to change your financial system unnecessarily so once you do, it must be rooted. Give the organization time to process and digest the change.
Kill your darlings. Dare to do things in a way you have not done before. If you continue to do everything as you have done before, you cannot expect an improvement either. So dare to let go of old and safe habits.