ERP transformation is not just IT upgrade

The goal is to achieve optimized processes as well as more transparency and agility. However, due to the complexity of these systems, digital transformation, for example to SAP S/4HANA, is rarely trivial. And yet, digital transformation is too often treated as a pure IT project, even though it is much more about optimizing core processes and automating them in addition to changing the technical platform. Therefore, successful transformations are mostly those in which the transformation process is significantly co-determined by the specialist departments, for example Finance and Accounting (F&A). This is because only the finance experts have the ability to identify the problems and opportunities of their department and to significantly improve them through better or completely new processes.

The roles of the CFO and F&A in digital transformation

Companies, and thus primarily the CFO, face four challenges in turning digital transformation into a successful project. Disappointment is not uncommon, and the question of cost versus benefit is a sticking point. First and foremost is the definition of the so-called North Star. Where should the journey go? Then comes the available time frame, which must be realistic and, if necessary, with sufficient buffer. Another aspect is budget planning, which must include not only the costs of in-house resources and the new platform, but also those of external specialists and additional software for automation. The third challenge is planning, which includes the actual optimization of existing processes. In fourth place is data integration, i.e., checking the data and transferring it to the new processes without errors. And finally, probably the most important aspect, change management, in order to have all stakeholders on board.

For the CFO and the finance department, the aspect of the highest possible level of automation is of crucial importance in a transformation. Manual processes, such as data reconciliation of different tables from diverse sources, must be eliminated as far as possible. After all, it is precisely these traditional processes that prevent the CFO and his team from performing important tasks. Automation eliminates a large part of the sources of errors, increases speed and significantly improves transparency and agility. As a result, the CFO and his finance team have the time and opportunity to support management with better, faster and more valid financial analyses and scenarios with real-time data.

Transformation: step by step or in one go

Particularly important in the transformation of an ERP, and especially the finance function, is the highest possible automation of standard processes. BlackLine's Financial Close Management, Accounts Receivable Automation and Intercompany Financial Management, for example, complements and extends ERP systems with a virtual subledger within which it eliminates manual processes normally performed outside the ERP system in spreadsheets.

There are different approaches for process optimization and sequencing of the transformation. Solutions such as those from BlackLine are able to automate both legacy systems and the transformed ERP to a high degree, for example in the processes upstream and downstream from SAP S/4HANA. One option is to optimize the legacy system with maximum automation at a very early stage. This has the advantage of massively relieving the transformation teams. This ensures that the existing basis is prepared in the best possible way for the transformation, such as the clearing of open items. Another option is process optimization and automation during the transformation itself. However, the best results are achieved by combining both approaches.

Regardless of the approach chosen, the digital transformation of the ERP and finance function delivers far-reaching value in finance and accounting. Integrating, orchestrating and automating end-to-end accounting processes delivers complete and accurate results faster. Solutions like BlackLine's can be implemented quickly and with minimal IT support at various stages, allowing companies more control, reducing risk, and ensuring the benefits of a comprehensive ERP transformation are achieved at a very early stage.