Gaining confidence in the new accounting software

Client case

Gaining confidence in the new accounting software

Problem

The auditor of a client in the semi-public sector had to do its audit based on manual procedures as it could not rely on automated processes in the accounting system. The work of both the auditor and the organisation therefore was costly and time-consuming.

Partly for this reason, the customer needed new financial accounting software. The organisation had opted for a standard cloud solution. Furthermore, the IT landscape consisted of various systems relevant to its financial transactions and business operations. In order to achieve correct data processing, a lot of attention needed to be paid to the interfaces between the various systems. During these developments, the customer wanted to know whether the system met the requirements and could guarantee reliable data processing.

The client asked for an independent review on the implementation process, the design of the business processes in the ERP system, the way in which the management and IT controls were set up, and the quality of the interfaces between different systems.

Ferry is a specialist in this area. Through his excellent knowledge of various standards relating to financial processes, control measures and project management, Ferry was able to identify the relevant risks and points of attention and to propose concrete improvements.

Approach

During the implementation of a centralised IT solution, stakeholders from different functions and departments are involved. Each of them has knowledge of their own field. In addition, each of them has their own wishes and priorities. In many cases, an objective and risk-aware view is lacking and it remains difficult to oversee the whole.

 

In order to deliver useful advise, we started by understanding the processes within the organisation. Our knowledge of best practice frameworks for IT, project and financial processes combined with our insight into the IT landscape was the basis for our questions during interviews.

 

Asking critical and direct questions to various stakeholders within the organisation contributes to two goals. Not only an integral picture of the current and desired implementation was formed, it also created awareness of risks and mitigating measures and opened the dialogue between the different functions and departments.

 

Ferry therefore paid a lot of attention to involving the relevant people and initiating valuable dialogues about the implementation of the system. Before the report was issued, the organisation already had insights from different standards to take next steps and realise the implementation.

Results

The independent review ensured that the client was aware of the risks within the project, the financial business processes and also the IT management system. Even before the system went into production, measures had been taken and processes improved based on best practice standards. Thanks to these points of reference and controls, the client had more confidence in the reliability of the data processing. In addition, the possibilities for automation were optimally used and the involvement and knowledge of the new system increased significantly.

Decisive factors during this project

Substantive knowledge of project management, financial processes as well as IT management is a necessary factor for a thorough and integrated assessment. However, in addition to substantive expertise, it is just as important to understand the different perspectives and factors within an organisation. Creating awareness and providing guidance during the review ensures that dialogue takes place between different departments so that the right decisions are taken. Involving all relevant stakeholders and carefully considering different perspectives is what made the project a success. At Next Ready Partners we stand for a perfect balance between process, content and people.

The importance of trust

Client case

The importance of trust

Problem

A new way of working for sales and professional services was introduced at an international software company. The aims were to make customer implementations more consistent, faster and cheaper, as well as improve the quality of the services provided. Sweden, with 900 fte in professional services, was the first country to be tackled. At the start of the project it was unclear to what extent the target group would be willing and able to change. Therefore the likeliness of the project being successful was uncertain.

Arie and Juul carried out this project together. They both have the required knowledge and experience concerning change management, and they complement each other well. While Arie focused on getting and keeping all stakeholders on board, at the different levels of the organisation, Juul was able to focus on practical implementation and data collection. Together they carried out analyses, devised a change plan and presented their findings.

Approach

We started with a proper introduction to the local project team and management team, followed by a series of interviews with employees throughout the organisation. We conducted a survey to gain insight into the pre-existing knowledge regarding the change, support for the change and the ability to implement it. The results of this survey were shared and processed in an interactive workshop on change management for all managers (in small, multidisciplinary groups). Afterwards, we collected all information and wrote a change plan consisting of five sub-projects: leadership, organisational design, communication, workforce transition, and continuous improvement. This was all done in close collaboration with the local project leader, whom we also coached during the project.

Results

In around two months, a workable change plan was drawn up so the local project team could implement the new way of working. Managers were aware of their role and responsibilities in the process. Employees understood the need for change and were assisted in obtaining the required competences. The change strategy and lessons learned served as a blueprint for the other countries that followed after Sweden.

Decisive factors during this project

In this project, it was essential that we first gained the trust of the local project team and the local management team, by means of an extensive introduction and allowing the local teams’ explicit input in every step of the process. In addition, the initial survey provided very useful information about the required knowledge, skills and commitment to make the change.

The right enterprise software

Client case

The right enterprise software

Problem

At an internationally operating company in the Agri sector, which has grown in a short time to an organization with a turnover of millions, the IT landscape has been unable to keep up with this enormous growth. In the early years, the focus of the organization was logically on the core business and not so much on the processes and IT. It was recognized better than anyone that good processes and innovative business software are necessary to sustain further growth, but how do you approach this in a project-based manner?

René Bol carried out and supervised this process. He has years of experience at the interface of business and IT and quickly understands complex processes. René first outlines the ultimate goal and ensures that the focus remains on it. Through a structured approach and clear communication, he brings projects to a successful conclusion within the agreements made.

Approach

In this project René guided the customer in the search for suitable business software, suitable for the agricultural sector. Together with the client, he has started drawing up the business case and inventorying the most important, unique business processes. Use was made of the business canvas model and detailed process drawings.

The scope was then determined. Subsequently, a thorough selection of potential international suppliers was carried out. Requests for information have been sent and quotations have been requested from various suppliers. Offers and conditions were discussed and the most appealing suppliers invited to give a demonstration of their solution. Based on this, the customer ultimately made decisions.

René supervised this project and provided all documentation and communication to relieve the customer as much as possible and to enable them to make the right choice for further growth of the company.

Results

The chosen approach has led to choosing the right partner and the right business software for the customer. Due to the careful and objective approach, the customer is also certain that the new software will meet expectations and fulfill the objectives of the business case. The customer is now on the eve of implementation.

Decisive factors during this project

It is important in this project to bring together the expertise of the customer and that of the Next Ready Consultant, in this case René. Sometimes customers have complex processes and René can quickly understand such processes due to his analytical skills and convert them into understandable language for software suppliers. The close cooperation between client and consultant has made this project a success.