Systems StrategyThe financial systems of an organisation act as a watchman to it. They are responsible for recording the operations and transactions carried out in an organisation in a meaningful format, storing them safely, providing relevant reports and insights and keeping vigil over the operations through access restrictions and approval systems.
If your financial systems are unable to scale up with an expansion of operations, or, are used inconsistently across the organisation, or, take considerable time to generate collated reports, or, are failing to exercise internal control over the operations, it is necessary to revamp them.
- Evaluation of existing systems : Our systems advisor and CFO will evaluate the sufficiency, effectiveness and robustness of your current financial systems against the company’s objectives. They will determine whether the existing systems and human resources are capable of capturing your current level of transactions, if yes, how effectively do they handle it. After the evaluation we will decide whether the existing systems are to be replaced or modified to fulfil the objectives of the organisation.
- Modifications to the existing systems : In case the existing systems are sufficient but require some modification/ customisation we will engage with the technical team to bring out the requisite changes. Enabling the relevant modules of the financial system to mirror the operations and transactions at the ground level.
- Replacement of the existing system : In case the existing systems are required to be replaced in entirety, we would evaluate alternatives based on your requirements and suitability. This involves:
- Selection of ERP and vendor that best suits your business and is capable of effectively handling the operations of the organisation; also keeping in mind its capability to adapt for future expansions.
- Getting the ERP modified (if required) to capture all the relevant details as desired by our CFO and generate customised reports.
- Providing necessary support required during the roll out and ensuring timely transition.
- Organising training sessions for the finance personnel to enable them to effectively operate the ERP.
- Ensuring access restrictions for users, setting transaction thresholds and implementing a system of approvals and authorisations.
- Implementing a maker-checker model by clearly segregating duties and accesses.
- Incorporating the relevant organisational policies pertaining to payroll, expenses, allowances, commissions etc. in the ERP systems by liaising with the administration and HR departments.
- Setting up a robust MIS to generate customised and regular reports, supported with necessary annexures and action buttons.
Benefits of our approach
- The evaluation of your existing systems will help us to determine its gaps and lacunae. This helps us to have a better understanding of your requirements to enable vendor selection and customisation.
- Enhanced functionality : Getting necessary modifications/ customisation ensures reduction of manual intervention, electronic processing of all transactions, capturing of necessary details to generate meaningful reports.
- Handling staff resistance appropriately by apprising them of the benefits and sensitising them to ensure smooth transition of systems.
- Mirroring the flow of operations through ERP promotes transparency and accountability.
- Improving utility of systems and efficiency of human resources by defining their KRAs and segregation of duties.
- Generation of error free reports and boosting confidence of the users of data through the maker checker model.
- Reducing the chances of fraud and errors by embedding the policy restrictions in the software.
- Robust MIS ensures regular appraisal of summary of operations to the management and facilitating sound decision making.
Situations demanding our assistance
- Decentralised accounting/ billing leading to substantial loss of control over the finance function.
- Redundancy of operations and overstaffed/understaffed departments with no clear segregation of duties and responsibilities.
- Inability to measure the efficiency of the staff engaged in data input and accounts function, alongside others.
- Underutilisation of the existing systems (like using selective modules of ERP, bypassing accesses and authorisation requirements as per the comfort of staff etc.)
- Usage of different software for capturing data across departments and making unnecessary efforts to collate the same.
- Lack of necessary controls over allowances, sanctions and other expenses leaving room for frauds and errors.
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