Source: Finance Derivative
By Paul Sparkes, Commercial Director of iplicit, an award-winning accounting software developer
Is your accounting software having a laugh at your expense?
Prudence is more than a mantra. It’s the deep devotion that underpins the entire finance function. And yet thousands of organisations are using accounting software that undermines this fundamental credo.
No-one is implying that finance departments are being profligate. Far from it. Nor is one suggesting that the software at the very heart of their work is betraying them (though some of the more idiosyncratic systems may sometimes feel like that).
No – the issue is one of experienced finance professionals placing their trust in legacy software that sadly comes with superfluous costs. And yet these costs could be eliminated so quickly and so easily.
It’s terrifying how many SMEs and non-profit organisations are still struggling along with old on-premise or fake cloud accounting software. Here are seven key cost benefits that they’re missing out on…
- No more server, no more server maintenance
Migrate your accounting software to the cloud and you’ll no longer need a server on which to host it. You can also kiss goodbye to all those costly server maintenance bills.
Furthermore, your data will be more secure in the cloud. And easy to access from any location with a reliable internet connection. The pandemic proved how crucial, convenient and appealing that is.
So forget all the expense and hassle of hosting your accounting software on your own server. That’s old hat these days…a bit like owning a fax machine or a typewriter.
- Smarter, faster and more cost-effective software updates
Rather like death and taxes, software updates will always be with us. They’re an IT inevitability. But that doesn’t mean they have to be time-consuming, inconvenient and costly.
Updating old legacy software can be a laborious process. Not least because it has to be done on a system-by-system, PC-by-PC basis. You’ll also certainly have to pay a sizeable chunk of money every time your old software needs updating.
And those intervals may well become more frequent as your legacy software gets older. It’ll need more patching to help it keep up (if it can) with the ever-increasing requirements of the modern finance team.
Contrast that old 20th century approach with true cloud accounting software that is updated regularly at source – so you’re always running the most modern version. Those updates are quick and seamless.
And they’re usually free within the normal monthly cost of your software.
- Redirection of resources
True cloud accounting software enables much smarter working – especially if it’s designed to meet the requirements of the mid-market. This will be very happy reading for anyone currently having to stretch their entry-level software with manual rekeying and spreadsheet workarounds.
Work gets done faster with true cloud software – especially if you make good use of automation. Nervous about automation? Test it first in a sandbox environment to avoid errors. You’ll soon gain confidence and wonder why you didn’t adopt it sooner.
All this means you can free your colleagues from soul-destroying mundane tasks and redeploy them to higher value and more important work that drives growth.
- Smaller offices, lower energy bills
True cloud technology liberates and empowers teams with more efficient WFH and hybrid working. You and your colleagues can spend more time doing productive work and less time stuck in traffic jams.
More flexible working offers you the opportunity to reduce overheads significantly: smaller offices, lower utility bills, smaller insurance premiums, lower routine property maintenance charges, less demand for perks such as cars, coffee, snacks and all the other baggage that goes with running a large, human-intensive office.
- Powerful accounting software need not be costly
There are usually two reasons why organisations may have been reluctant to upgrade from their existing entry-level software:
- Cost – it’s a huge leap from Xero, QuickBooks and Sage 50 to big ERP systems such as Dynamics, NetSuite and Intacct.
- Fear of change – many organisations worry about the time/hassle involved. Implementing a big ERP system can take months, sometimes longer than a year.
So some organisations elect to soldier on with their existing software. But their fears are based on a fallacy. Major changes in the mid-market mean that users now have access to accounting software that’s right for them…at a fraction of the price of Dynamics, NetSuite and Intacct.
And it can be installed in just 16 applied days. So you can go live in a matter of weeks. Long gone is the disruptive upheaval of yesteryear.
- Data archiving is much cheaper with the right provider
Do your existing software providers threaten you with punitive data archiving charges if you try to leave? We regularly hear about providers charging anything between £15,000 to £20,000.They think they have you over a barrel because you need access to your data to keep HMRC happy. So the software vendors believe this gives them a licence to slap on the expensive handcuffs.
It does not. And besides, now there’s a very real alternative that enables you to migrate and archive your data for a small fee. So you don’t have to keep your old software running.
- You don’t have to put up with the old paradigm
In the past, the big software developers had tremendous power. And they were not afraid to wield it.
Why do some providers charge such eye-watering prices for their software? Because they can. Or to echo Robert Mitchum in the movie Anzio: “Because they like to.”
There’s also the matter of long contracts. The big providers like to tie their clients in for at least five years. That’s seldom appealing – and especially not now with the state of the economy.
But times are changing, and they’re doing so very quickly.
A new agile breed of developer is starting to disrupt the accounting software market – notably the underserved mid-market. They’ve created smart, scalable and intuitive software that’s quick to implement, easily customisable and very user friendly.
And they’re taking the battle to the greedy developers on your behalf.
So get on board and enjoy the ride.
Enhancing sustainable commitments in retail banking
Source: Finance Derivative
Mikko Kähkönen, Head of Payment Cards Portfolio at Giesecke+Devrient
Today, more consumers are keeping environmental pledges from banks at the forefront of their financial decisions, and those banks that fall behind their competitors on sustainable action are risking the loss of customers, particularly among the younger generation. This shift highlights a growing expectation from consumers for their banks to make and uphold sustainable commitments, signalling a change in consumer priorities where environmental responsibility is increasingly seen as essential, not just an optional extra. Giesecke+Devrient research shows that as many as 64% of Gen Z consumers would be happy to switch banks if their current provider didn’t meet their expectations.
However, sustainable commitments must be authentic to avoid any accusations of greenwashing. Unfortunately for the banking sector, consumer trust is being strained as greenwashing incidents have risen by 70% around the world. Banks can’t simply make claims that can’t be backed up; pledges must be supported by evidence. There’s a number of practical steps they can take to prove their credentials.
Banking on the evolution of cards
The bank card has increasingly become a physical symbol of the relationship between consumer and bank. As such, banks have taken steps to ensure that it is designed with sustainability in mind. Many are now created with recycled PVC material, commonly up to 100%, with a lower carbon footprint.
Some banks are elevating their sustainable credentials by utilising cards that are made from plastic collected in oceans and coastal regions, helping to clear up the world’s beaches. Alongside this, others are issuing cards made of polylactic acid sourced from (inedible) corn starch. This is a fully renewable biomass that could be industrially composted.
Sustainable cards can then encourage further sustainable initiatives. We’re more often seeing issuers now actively taking part in local conservation, community development and educational projects around the world to help benefit the planet. Communicating these efforts to customers can help reinforce sustainable credentials and leave tangible evidence that proactive action is taking place.
Contributing to the circular economy
Powering the sustainable credentials of issued cards is one aspect, but it’s also vital that banks encourage their customers to do the right thing with them once they expire and they need to be discarded of. We’re already seeing prominent banks making progress in this area. UK retail bank, Santander, has launched a pilot scheme in branches and ATMs that encourages customers to return their outdated credit and debit cards for recycling, for example.
The collected cards are then turned into plastic pellets to be used elsewhere, for instance to make outdoor furniture, sponsored by Santander, for local communities. As more banks opt for card recycling, consumers will be empowered to dispose of their old or expired cards in a green way and help to reduce ecological footprint.
Into the digital world
Outside of card innovations, retail banks can add to their credible green claims with digital solutions. As an example, the card issuance process has typically involved paper letters, with additional PIN letter, that are posted out to customers to activate their payment cards. Instead, an ePIN service can enable customers to instantly access their PIN via their choice of a mobile app or SMS message, reducing paper waste and waiting times.
There are also innovations taking place in terms of QR codes and augmented reality (AR) solutions to enable digital marketing offerings. This means that printed collateral doesn’t need to physically sent out in the post. The more that these types of communications are sent out digitally, the more that consumers see a tangible commitment to sustainable practices.
Banks can even take an additional step by deploying third-party partners to track the CO2 footprint involved with every purchase or payment. By opting for organisations that have a solid track record in green practices, such as supporting product certifications and information on eco-products and their claims, they can make steps to compensate for each transaction carbon footprint.
Contributing to the green story
To ensure they don’t come under any criticism regarding their environmental claims, banks and financial institutions have the opportunity to adopt sustainable practices that align with their customers’ expectations for eco-friendly commitments in both their physical and digital services. They can introduce banking cards made from recycled or entirely compostable materials, eliminating plastic waste.
Digitally, banks can minimise unnecessary paper use by employing online applications to simplify the process of delivering PINs. By innovating in these domains, they can fulfil their environmental responsibilities and establish that essential trust with consumers, contributing positively to the planet’s wellbeing.
Successfully dealing with the unintended consequences of change
by Daniel Norman, Change Management Consultant at Symatrix
Most people dislike change. We are drawn to stability and established routines and feel unsettled when anything happens to disrupt the ‘status quo’. It’s bad enough when the local supermarket moves the bread section – but when the company we work for introduces a new digital system that completely changes how we work, it feels like ‘the sky is falling in’.
When change happens within businesses, there may initially be some resistance from employees: whether it be in the form of avoiding new systems, skipping training, clinging to old methods, or even quitting altogether. Change in business is a constant, however, and it is usually driven by a desire for improvement, and typically over time, becomes the new normal.
Good change management is all about smoothing this process of transition and that means engaging with people and helping them to seamlessly switch to a new model or ways of working. Change management is not just concerned with implementing new systems or processes; it is just as much about listening intently to colleagues, customers, and stakeholders.
It’s working with people to get things right, building a deep understanding of the challenges we and our colleagues face, and shaping the vision for a future that resonates with people. Change is most successful when everyone feels they have a part to play in moving things forward. And that’s true of all change initiatives, large and small.
Finding a way forward
When it comes to managing change, it’s important to recognise that everyone will have their own journey; they’ll work through things at their own pace, and that’s more sustainable than pretending we’ll all arrive at the same point at the same time.
It’s also important to focus on creating a supportive environment, or the right conditions for people to adapt, with as little friction as possible. The goal is to establish conditions that minimise friction and foster a collective sense of purpose. This philosophy is crucial in creating a environment conducive to individual and organisational growth.
Getting the planning process right
When planning for change, it’s essential to consider both the intended and unintended consequences. Just as technological advancements like social media have transformed communication but also introduced challenges such as misinformation and mental health concerns, organisational changes can have extensive, unforeseen impacts. A thorough exploration of current operational practices, beyond process maps or managerial assertions, is therefore, always a vital feature of any effective change management approach.
For that reason, it can often be a mistake to pull out those process maps the team updated 12 months ago or rely on the word of line managers that will tell you ‘this is how we operate’ without taking into consideration the work-arounds or simplifications that employees have developed over time.
Teams will naturally evolve, and patterns of work; ways of doing things that aren’t written down, will always be there. A good change manager must always be cognisant of that. Even small changes, like when a key person in the team changes roles, can have a big impact.
To manage change well, it’s important to talk to the people who will be most affected by it. This helps change managers to plan and effectively execute the change journey. By ignoring these key considerations, organisations risk their change strategy stalling from the outset and the opportunity for operational efficiencies may therefore never be fully realised.
Throughout the process, it is crucial to continuously monitor and measure the impact of change on all key stakeholders. One effective way of doing that is by embracing the principle of change curves: a popular model organisations can use to understand the different stages people and the organisation go through when a change occurs.
An effective strategy involves mapping stakeholders against this curve, whether as individuals or groups, during project check-ins. This approach can help project leaders gauge the current position of every team member on the curve, the impact of the project’s upcoming phase on them, or their colleagues, and additional support measures that could be implemented. Such an assessment facilitates a more tailored and effective change management strategy, ensuring stakeholders are adequately supported throughout the transition.
Not everything will run like clockwork, of course, no matter the change management approach that is put in place. Challenges, setbacks, and opportunities for improvement are inherent to any process, but proactive anticipation and planning for potential worst-case scenarios and unintended consequences significantly enhance our ability to support our colleagues and teams effectively. This strategic foresight is crucial in managing transitions smoothly and realising the intended benefits of initiatives.
A positive route ahead
Change, especially in business, are inevitable and often aimed at fostering improvement and growth. However, the journey through change is deeply personal and varies from one individual to another. By acknowledging this, creating a supportive environment, and engaging with all stakeholders, organisations can navigate the complexities of change with minimal resistance and maximum efficiency.
Effective change management, therefore, is not just about the technical implementation of new systems but about genuinely listening to and working with people to adapt and thrive in new circumstances. It’s about understanding the nuanced ways teams operate, the unofficial shortcuts and workarounds they’ve developed, and considering the broader implications of change beyond immediate operational efficiencies. Through a thoughtful approach that anticipates challenges and values stakeholder input, organisations can not only manage change but turn it into a catalyst for positive transformation and growth.
It is clear then that while people may inherently dislike change, with the right conditions, support, and leadership, the transition can become a journey of collective progress and innovation. Change, managed well, can transform the initial discomfort into an opportunity for development, making the once feared ‘sky falling in’ scenario a launchpad for reaching new heights.
Embedded finance: What consulting firms need to know
By Michael Pierce, VP of Sales at Toqio
Consulting firms are the architects of change in the business world, offering insights and solutions that guide companies toward growth and success. They navigate the intricate landscape of markets and industries, providing invaluable advice to their clients. In this evolving milieu, an opportunity is arising as embedded finance enters the scene, creating a unique and prospectively vital synergy between consultants and platform providers.
Embedded finance, especially within the scope of B2B enterprises, is a hot topic right now among consultancies and the outlook seems to be quite positive.
To date, much of the initial traction in embedded finance has been in the consumer sector, with products such as no- or low-interest financing, buy-now-pay-later (BNP), and others. On the B2B side, there is an increasing amount of mobilization. In recent months we’ve seen incumbent banks either entering the banking-as-a-service (BaaS) market or enabling their services through open banking partnerships, while strategy firms are busy advising corporate entities on the potential routes they can take. Early adopters have already made embedded finance a cornerstone of their digital or financial transformation programs: MVPs and proofs of concept have been on the rise.
As we all peer forward, the market is starting to look for scalable use cases to take advantage of these massive, predicted opportunities. Companies are searching for solutions that go beyond the hype.
For consulting firms, the messaging remains positive. The fundamentals of embedded finance drive strong service revenue. Even more importantly, the business cases for their clients stack up as well. Numerous opportunities are on the table when consultants incorporate embedded finance platforms into their projects, including increased revenue, improved retention rates, access to a wider range of data for better decision-making, and many more.
Embedded finance helps to break down barriers faced by many companies when trying to access affordable financial services. By integrating financial services directly into the supply chain, companies can enjoy many benefits, such as liquidity management, credit accessibility, risk mitigation, and many others. That’s one of the reasons why embedded finance platforms are proving to be the latest addition to the consultant’s toolkit. They offer a wide array of solutions that enable businesses to integrate financial services into their products and services. What makes embedded finance platforms especially appealing to consultants is their adaptability and scalability.
Consulting firms understand the need for versatile solutions capable of addressing various business requirements. Versatility and adaptability are key, giving consultants the flexible tools they need to deliver on time and within budget.
Embedded finance platforms are a natural extension of consulting firms’ capabilities as they offer a comprehensive range of financial solutions that integrate perfectly into existing business processes. This alignment provides consulting firms with several advantages, such as enhanced client services, data-driven insights, streamlined processes, scalability, and versatility.
The compatibility between consulting firms and embedded finance platforms is readily apparent. Consultants excel at diagnosing business issues and embedded finance platforms provide a precise prescription for financial enhancements.
There is an extensive list of benefits that consulting firms can get from platforms like this. Diversifying their business is just one of them as embedded finance platforms augment the services that consultants offer. They allow consultants to present clients with solutions for intricate business ecosystem operations, such as payment processing, receivables management, and liquidity optimization.
Partnering with an embedded finance platform can also open up new revenue streams as well as being able to scale the solutions built with more agility. Consultants can use them to address the unique needs of projects of any size, whether working with an SME or a multinational enterprise.
The relationship between consulting firms and embedded finance platforms isn’t just about expanding services, it’s about offering integrated financial solutions that improve efficiency, profitability, and competitiveness. This partnership drives results. In a world where businesses seek comprehensive solutions, embedded finance platforms empower consulting firms to address complex financial challenges effectively.