Software · Management information systems
Controlling and Reporting
Project, optionally with operation · 6 to 16 weeks
- The situation
- The numbers arrive too late, and when they do, the meeting debates whether they are correct rather than what they mean. This is rarely down to accounting. It is usually down to reconciliation steps that were never automated and reports stitched together from three sources.
- What we deliver
- We rebuild reporting on a single data source: data model, reports and the automation of reconciliation steps. That includes the data model, not just the dashboard. The end result is a reporting system your team maintains itself or that we operate for you.
- How you measure success
- Closing time in working days, number of manual steps, number of competing versions of the numbers. We measure all three before and after.
How we start
First we look at what actually happens, not at what the process manual says. To do that, we walk through the last close with the people who did it: who is waiting for what, which step only works because a particular person was there, which file gets touched by hand.
There are almost always two kinds of delay. One is technical and can be automated away. The other is organizational: reconciliations that run on request, approvals without deadlines, account clarifications that nobody owns. The second kind is the more expensive one, and it is a leadership question. That is what consulting is for.
What comes out of it
- A data model that treats accounting as the source, not as a supplier for Excel
- Reports for three distinct audiences: management, division heads, shareholders
- Automated reconciliation steps instead of manual work at month-end
- Documentation your team can keep working with
What we work with
DATEV, SAP FI/CO, Microsoft Dynamics, Power BI with DAX and Power Query, SQL. We only settle the tooling question once it is clear who will maintain the reports later. A model nobody in the organization understands is not a result.