IN:FINANCE
Your finance system runs reliably. However, the workload is still increasing.
Closing processes take longer than necessary, figures are made available late and reports are generated outside the system. At the same time, IT is increasingly reaching its limits with regard to customisations and further developments.
These systems are not designed to meet the demands of today’s finance functions. The root cause, however, does not lie in the process, but in the structure of the system.
What impact will this have on your company’s future management capabilities? We assess existing systems and show you the path to a modern finance structure.
Stable in operation,
but increasing administrative burden in day-to-day operations
In many companies, the finance system has been running reliably for years and is firmly integrated into business processes. That is precisely why it is rarely questioned in day-to-day operations.
At the same time, a different picture emerges: reconciliations are increasing, analyses are created outside the system, and new requirements can only be implemented with additional effort. Many of these tasks arise not because they are necessary, but because the system enforces them.
Typical statements such as “The system is still running reliably” or “A change would be too risky for our day-to-day business” further exacerbate this situation and lead to necessary changes being postponed time and again.
This means that operations remain stable while the workload steadily increases in the background.
The limitations do not arise in day-to-day work, but within the system itself
In daily operations, it becomes clear how strongly many processes are still shaped by manual activities. Postings are created via indirect routes because automation is not supported within the system, and analyses are produced outside the system.
Month-end closings stretch over many days, data is exported, checked, and re-imported. At the same time, a large share of process knowledge is tied to individual employees, creating additional dependencies.
These situations are no coincidence. Many systems were developed for stable, linear processes and have been expanded over many years. This has resulted in structures that are difficult to adapt to new requirements.
Consequently, new requirements are not mapped within the system itself, but via additional solutions, workarounds or manual steps.
The workload arises within the system
Reconciliations are increasing, postings are created via indirect routes, and many steps are carried out manually.
The effort is not additional, it is caused by the structure of the system.
Company figures are not available in real time
Data is consolidated from various sources, checked and processed retrospectively.
This means that real-time management is only possible to a limited extent.
The system can no longer map processes
When processes become too complex to manage within the system, workarounds arise outside it.
The system is no longer used to map processes, but is being bypassed.
Change is structurally blocked
Adjustments are time-consuming, integrations are complex, and further developments involve risk.
The status quo remains unchanged, even though the need for action is recognised.
The principle has changed
The challenges described do not arise from individual functions, but from the structure of existing systems.
Earlier systems were designed to process data that had already been created. Modern finance structures work differently: data is generated directly within the process and is available throughout.
Postings, reconciliations and analyses are all based on the same data source. Information no longer needs to be consolidated but is immediately usable.
Processes are mapped where they originate rather than being organised via detours. Adjustments are made within the structure and not via additional solutions or workarounds.
On this basis, we have developed IN:FINANCE, an approach that replaces existing finance system structures and migrates them to an integrated platform.
This creates a foundation that supports ongoing operations while also accommodating new requirements.
IN:FINANCE is the answer to precisely these requirements
IN:FINANCE describes an approach in which finance is not viewed in isolation, but as an integral part of the entire set of business processes. The solution remains compatible with existing ERP systems and integrates into established system landscapes.
On this foundation, IN:FINANCE creates an integrated environment based on the Microsoft platform, where financial accounting, reporting, and related processes operate on a shared database.
Operational data is available immediately, not with delay or through separate analyses, but directly within the process. Financial information is generated where business takes place.
Data no longer needs to be consolidated, but is consistently available end-to-end. Postings, reconciliations, and reporting are interlinked and based on the same structure.
At the same time, the solution remains adaptable. New requirements can be added without overloading existing processes or introducing additional complexity.
This results in a finance function that actively contributes to the management and steering of the business.
What this means in practice
- Closings can be prepared and finalised in a structured manner
- Receivables and payables remain transparent at all times
- Liquidity can be continuously monitored and actively managed
- Costs and results can be clearly analysed
- Financial KPIs are directly available for decision-making
What IN:FINANCE represents within the organisation
Financial Accounting & Closing
Closings can be prepared efficiently, and figures are reliably available at all times.
Accounts Receivable & Accounts Payable
Receivables and payables remain transparent, and risks become visible at an early stage.
Payments & Liquidity
Liquidity can be continuously monitored and managed in a targeted way.
Asset Accounting
Investments are transparently mapped across their entire lifecycle.
Cost Accounting & Controlling
Cost developments and results can be clearly analysed and evaluated on a sound basis.
Reporting & Analysis
Financial KPIs are structured and readily available to support well-founded decisions.
Extensions complement the structure rather than fragmenting it
The core of the solution is deliberately kept lean. Extensions are only added where they actual value to day-to-day operations.
Many requirements arise in adjacent processes, such as document processing, payment transactions, or reporting.
Rather than introducing additional systems, specialised solutions are integrated directly into the existing structure. Examples include the automated processing of incoming invoices, banking processes, or structured document handling.
These extensions intervene directly in existing workflows and build on the same data foundation. This preserves the system structure and prevents it from being supplemented by siloed solutions or additional dependencies.
This creates an environment that can be expanded step by step without introducing new complexity.
Typical enhancements in the finance Environment
- Automated processing of incoming invoices and documents
- Integration and management of banking and payment processes
- Enhanced document and workflow processes
- Complementary solutions for reporting and analysis
- Financial KPIs are structured and readily available for decision-making
The difference is immediately apparent in day-to-day operations
An integrated finance platform changes not only the system, but also the way you work.
Manual activities are eliminated because processes are mapped directly within the system. Reconciliations no longer arise from differing data sets but are carried out on a shared data basis.
Closings can be prepared in a more structured way and completed significantly faster. Figures are available earlier and no longer need to be laboriously collated.
Key figures are traceable at all times and can be used directly for decision-making purposes.
This is what will actually change:
- Less manual reconciliation and rework
- More stable and faster closing processes
- Up-to-date and consistent data across the entire system
- Greater transparency regarding figures and processes
- Fewer system breaks and interfaces
- Less reliance on individual staff members
- Improved maintainability of the system landscape
When IN:FINANCE becomes relevant
This approach becomes relevant when the finance system is functioning in practice, but day-to-day operations are characterised by an increasing amount of effort, dependencies and limitations.
For finance managers
Closings take too long, analyses are created outside the system, and KPIs are only available with delay.
At the same time, expectations are rising to base decisions on current data and to reliably meet regulatory requirements.
For IT managers and system administrators
System landscapes that have grown over time are difficult to maintain and require a great deal of effort to make changes.
Custom developments, a lack of updateability and reliance on individual specialists can increase operational risks and hinder further development.
In many cases, both perspectives come together. Finance demands greater transparency and speed, while IT faces growing complexity and limited ability to evolve.
It is at this point, at the latest, that a fundamental overhaul of the system landscape becomes necessary.
What comes next
If you would like to assess how well your current finance system meets your requirements and identify any structural limitations, let’s review your current situation together.
As specialists in replacing legacy finance systems and establishing modern structures, we bridge the gap between the existing system landscape and the requirements of modern finance processes.
We analyse your current situation, identify where effort arises today, and outline what a sensible next step might look like.
We look forward to discussing this with you.
