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This eBook, Strategic IT: 5 Ways IT Pros Can Collaborate with Leadership to Increase Business Influence, compiles field–tested advice from technology professionals in diverse roles. Download it for insights you can use to better collaborate with management and increase business influence – whatever your role. |
Where do you land on the content marketing maturity map? Assess your strategy, content team, content development & distribution, budget, and measurement to find out where you fit, as well as what you can improve to reach the next level.La…
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To meet mounting demands, Finance is shifting from traditional, rigid, and manual accounting processes to more automated, flexible, and agile operations. This shift is essential because it provides the productivity benefits that free organizations to deepen their focus on analyzing and reporting financial performance.
Yet nearly 70% of respondents in a recent survey by The Hackett Group report that manual processes are still the biggest bottleneck in financial close and accounting operations, with most of these processes completed with extreme resource requirements at the end of every accounting period. It’s no surprise that more than half of Finance executives report being frustrated by spending too much time on nonstrategic work. They are awash in transactional activity and two-thirds say they don’t have time for process improvement. Continuous Accounting profoundly alters these experiences. Thanks to the automation of traditional accounting tasks like journal entries, variance analysis, account reconciliations, and intercompany transactions, the period-end tasks and controls that are traditionally performed at the end of the accounting cycle are executed as the days go by, in the cloud. To learn how to build for your future through this new approach, download “The Blueprint for Continuous Accounting”. |
Nitro commissioned research among more than 330 global IT leaders to shed light on different change management models employed during new software implementations, ways success is measured, and views on the levels of change management support provided …
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This eBook, Strategic IT: 5 Ways IT Pros Can Collaborate with Leadership to Increase Business Influence, compiles field–tested advice from technology professionals in diverse roles. Download it for insights you can use to better collaborate with management and increase business influence – whatever your role. |
This eBook uncovers the hidden costs and time wasters hampering workplace productivity based on responses from knowledge workers across varying industries and professions. Download 3 Ways to Improve Document Productivity and get three actionable recomm…
Where do you land on the content marketing maturity map? Assess your strategy, content team, content development & distribution, budget, and measurement to find out where you fit, as well as what you can improve to reach the next level.La…
|
To meet mounting demands, Finance is shifting from traditional, rigid, and manual accounting processes to more automated, flexible, and agile operations. This shift is essential because it provides the productivity benefits that free organizations to deepen their focus on analyzing and reporting financial performance.
Yet nearly 70% of respondents in a recent survey by The Hackett Group report that manual processes are still the biggest bottleneck in financial close and accounting operations, with most of these processes completed with extreme resource requirements at the end of every accounting period. It’s no surprise that more than half of Finance executives report being frustrated by spending too much time on nonstrategic work. They are awash in transactional activity and two-thirds say they don’t have time for process improvement. Continuous Accounting profoundly alters these experiences. Thanks to the automation of traditional accounting tasks like journal entries, variance analysis, account reconciliations, and intercompany transactions, the period-end tasks and controls that are traditionally performed at the end of the accounting cycle are executed as the days go by, in the cloud. To learn how to build for your future through this new approach, download “The Blueprint for Continuous Accounting”. |
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To meet mounting demands, Finance is shifting from traditional, rigid, and manual accounting processes to more automated, flexible, and agile operations. This shift is essential because it provides the productivity benefits that free organizations to deepen their focus on analyzing and reporting financial performance.
Yet nearly 70% of respondents in a recent survey by The Hackett Group report that manual processes are still the biggest bottleneck in financial close and accounting operations, with most of these processes completed with extreme resource requirements at the end of every accounting period. It’s no surprise that more than half of Finance executives report being frustrated by spending too much time on nonstrategic work. They are awash in transactional activity and two-thirds say they don’t have time for process improvement. Failing to transform core accounting business processes leaves companies at a competitive disadvantage. In order to make the shift from overworked cost center to strategic partner for their business, accounting and finance teams must step out from behind the spreadsheets and embrace the future. Technology is changing the way business is done all around us, and it’s time for Accounting and Finance to realize the evolutionary benefits of modernity. However, technology is only part of the solution. True organizational transformation requires adopting a fundamental shift in philosophy, one that combines technology with a focus on reimagining legacy processes, empowering the best employees, and embracing a culture of continuous improvement. |
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To meet mounting demands, Finance is shifting from traditional, rigid, and manual accounting processes to more automated, flexible, and agile operations. This shift is essential because it provides the productivity benefits that free organizations to deepen their focus on analyzing and reporting financial performance.
Yet nearly 70% of respondents in a recent survey by The Hackett Group report that manual processes are still the biggest bottleneck in financial close and accounting operations, with most of these processes completed with extreme resource requirements at the end of every accounting period. It’s no surprise that more than half of Finance executives report being frustrated by spending too much time on nonstrategic work. They are awash in transactional activity and two-thirds say they don’t have time for process improvement. Failing to transform core accounting business processes leaves companies at a competitive disadvantage. In order to make the shift from overworked cost center to strategic partner for their business, accounting and finance teams must step out from behind the spreadsheets and embrace the future. Technology is changing the way business is done all around us, and it’s time for Accounting and Finance to realize the evolutionary benefits of modernity. However, technology is only part of the solution. True organizational transformation requires adopting a fundamental shift in philosophy, one that combines technology with a focus on reimagining legacy processes, empowering the best employees, and embracing a culture of continuous improvement. |
