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CLOUD NINE: HOW CLOUD ACCOUNTANCY CAN LEVEL UP YOUR BUSINESS

Source: Finance Derivative

The pandemic helped to accelerate digital transformation, and that has included companies’ accounting systems. Haines Watts’ cloud accountancy expert Riaz Kala explains how cloud accounting can help businesses to ‘level up’ their processes and get better value from their accountants at the same time.

The days of hand-written ledgers and shoeboxes stuffed full of receipts are long gone for most companies – but you’d be surprised how many still prefer to deal with their accounts in an analogue way. Perhaps because it is closer to the way they were trained, or perhaps it feels more tangible to them.

But the digital age is upon us. Haines Watts has been advocating the switch to digital-first accountancy for many years, and one of the impacts of the pandemic has been to accelerate that digital transformation. Companies from every sector have been clamouring to find ways to reach and sell to new audiences, and technology has been at the forefront of that.

The same goes for accounting. With a reduction in face-to-face contact, it becomes harder to hand over paperwork and files in person, so more businesses have embraced digital solutions to help streamline and speed up the process.

It’s music to our ears: we still cherish our direct client contact but switching to digital platforms means we can do so much more with the time we do have available for clients.

Migrating to the cloud

My role at Haines Watts is overseeing our cloud strategy and integrating our use of tech at every level of the business. Even prior to the pandemic, we had worked with most of our businesses to migrate them to platforms such as Xero, which meant we were well placed to deal with the challenges of remote working that the lockdowns presented.

However, we constantly review our use of tech and the way our clients use the cloud, and we are in the process now of migrating our remaining non-cloud clients onto the cloud from Excel or paper-based systems.

Even once we’ve got clients onto the cloud, that reviewing process never stops: part of our change management strategy is monitoring developments and making sure that knowledge is passed on around the business. We have training plans in place to make sure that we are always on top of the latest updates, such as Xero HQ and the new generation of features that brings.

Levelling up your accounting

At the heart of everything, though, lies our strategy for improving the flow of information to Haines Watts: when we talk about our use of the cloud, we are typically looking at three key things: Firstly, bank Feeds, ie are they using a platform such as Xero/Sage? Then comes invoice automation, and finally monthly reconciliation: how often we do speak to clients, and how often are they reconciling their information and learning from it.

Based on those stages, we have three ‘levels’ that we apply to businesses to describe their progress along the digital transformation route.

Level 1

Migration onto a cloud platform such as Xero, Sage or Quickbooks.

Level 2

Using AI, machine learning and robotic process automation to automate processes with bank feeds and rules, invoice collection and processing and payment facilitation. As processing time decreases more regular maintenance of bookkeeping software is essential for accurate and real time information.

Level 3

Integrating apps to improve processes and cashflow and management forecasting, and industry-specific apps to help improve business operations.

A company operating at Level 3 will have fantastic integration, smooth processes and will be in a position to benefit from the insights that the available data can provide.

In addition, we are now offering clients digital health-checks and finance function reviews, and doing app research that can include more bespoke apps that could be implemented outside our standard app stack, such as electronic point-of-sale (EPOS) and stock systems.

Benefits: beyond time saving

Without complications, a ‘standard’ migration onto a digital platform can take around a day, plus the time taken to tidy up the information, but that can vary greatly from client to client depending on the complexity of their business. Once the set-up is completed, the time taken to doing so is quickly recovered.

The time-saving alone is a compelling reason to embrace cloud accountancy, but the benefits go way beyond getting rid of the physical paper trail and saving time.

That extensive stack of digital apps can offer huge strategic and analytical benefits if they are integrated in the right way.

One of Haines Watts’ core values is that we offer true insight to our clients, working with them to do far more than simply crunch the numbers. Moving to digital buys us the time to nurture that relationship and to offer far more added-value to clients.

We work with our clients as trusted advisors, peers, sounding boards and even friends, and the intel we now have access to on a ‘level 3’ client allows us to offer incredible insights to those clients.

Choosing apps? Stay focused!

Xero alone has an ecosystem that supports over 1,000 apps, so it can be pretty overwhelming and difficult to know where to start. We recommend being focused and very selective, so we work loosely with our clients to make sure they are only integrating the apps that really complement their business.

We are creating an app stack – outlined below – that forms the core of our cloud accountancy toolkit and we tend to recommend using these as a starting point. They cover what we feel are the key areas of a finance function with each app having a primary use but also other uses.

We decided to limit ourselves to one app per finance function area, choosing apps that can be used in different areas as to avoid ‘app overwhelm’ with clients. However, when scoping our clients’ app requirements it is important to understand how other apps, with similar purposes, assist with their chosen processes as they may be a better match than those within our app stack.

Again, though, the most important message here is that the apps are being used properly and that the data they give you is being interpreted correctly.

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Business

How to maintain efficiency without sacrificing authenticity with GenAI

Jason Morris, SEO Marketing Manager, Brew Digital

Content creation has been fundamentally and forever changed by GenAI tools. They offer a fast and efficient way of building content, in a matter of seconds, and a majority of businesses have been deploying it in some capacity for the last two years.

In particular, tools like ChatGPT, Copy.ai and Jasper have transformed copywriting, allowing businesses to quickly turn around high-quality content, social media content, blog posts and marketing copy, in a matter of minutes. It has also revolutionised our approach to SEO, helping with everything from optimising keywords to generating content that meets search engine standards.

However, the same capability that makes AI attractive – its speed in generating content – can result in copy that feel generic and impersonal, risking the intuition and creativity that are essential for compelling brand messaging. This is because AI, by nature, operates on probabilistic models that predict the most likely next word or phrase based on patterns in the data it has been trained on.

Large language models (LLMs), are excellent at identifying and replicating patterns, but lack the creativity and intuition that come from human experience. While this can be useful for producing factual or structured content, it often results in formulaic writing that lacks originality and depth. In areas like storytelling or thought leadership, where original insights are key, AI struggles to deliver the same level of nuance and emotional connection that human writers can achieve.

Inauthentic writing does not just risk disengaging brand audiences, either, and many search algorithms are now designed to detect web pages with AI-generated content and diminish its domain authority. This will inevitably lead to diminished visibility and a drop in organic traffic, and is exemplified by Google removing a staggering 40% of indexed web pages for failing to meet its E-E-A-T (Expertise, Experience, Authoritativeness, Trustworthiness) standards. This is a trend we can expect to see continue as GenAI created content becomes even more prevalent.

Thus, the challenge for brands in the age of AI is to harness the power of efficiency without losing the unique voice that sets them apart.

‘Bans’ are counter-intuitive

The first step in striking the balance between efficiency and authenticity is to establish blueprints for how AI can and should be used within a business setting. For companies keen to retain that human flair, limiting AI usage may seem attractive. However, staff will use GenAI for content creation regardless of whether or not their employers tell them not to. In fact, a blanket ban on GenAI will only lead to the bigger challenge of ‘Shadow AI’.

Recent research shows that 78% of knowledge workers use their own AI tools to complete work, yet 52% don’t disclose this to employers. This not only poses significant organisational risks like data breaches, compliance violations, and security threats, but it also means business leaders will never have full transparency over how much, and how often, GenAI is being used to create the messaging that’s being published for customer or public consumption.

So how should GenAI be used?

For businesses that regularly need to create high-volumes of detailed content, GenAI tools like Jasper can provide crucial support for building first drafts, generating ideas, and providing digestible summaries or even detecting mistakes across existing copy. This process of leaving the more time-consuming content creation tasks to AI frees up considerable time for content creators and enables them to focus on strategy and creativity.

Likewise, tools such as MarketMuse can analyse audience behaviour and preferences, audit existing content, suggest SEO optimisation, and identify gaps in coverage. These data-driven insights enable brands to create more tailored and engaging content, improving both reach and conversion rates.

Another significant advantage is consistency. Ensuring a uniform tone and style across various platforms is essential for cultivating a cohesive brand identity. AI tools play a crucial role here, by supporting content so that it aligns with established brand guidelines. By maintaining consistent messaging, businesses can strengthen their connection with their audience and foster long-term trust.

For businesses and content creators looking to use GenAI to create content which will be made public, it’s essential for them to review, refine and personalise outputs extremely carefully. This ensures that the final output remains true to the brand’s voice and offers genuine value to the audience.

GenAI is no substitute for human storytelling

While AI can support efficiency, human insight is essential for crafting content that truly resonates. This is especially true in storytelling and in complex strategies like seo consultancy, where aligning with audience expectations requires a thoughtful, hands-on approach.

Humans are still best equipped to connect with audiences on an emotional level. Storytelling, creativity, and real-life experience are areas where human writers hold a distinct advantage.

By blending AI’s efficiency with the creativity and empathy that only humans can bring, brands can produce content that is not only high-quality but also deeply engaging. AI tools, therefore, should complement human creativity, not replace it. Striking this balance allows businesses to maximise efficiency without sacrificing authenticity, creating content that resonates and builds long-term connections with audiences.

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Business

Artificial intelligence will revolutionise the manufacturing industry: here’s how

By Grace Nam, Strategic Solutions Manager at Laserfiche

Much of the manufacturing industry continues to rely on traditional ways of handling data and documentation, with scattered technology and complex processes acting as barriers to progress and hybrid working. This siloed information coupled with rising costs, logistical uncertainty, and doubts over the supply of essential raw materials is making manufacturing stagnant.

The answer is digitalised smart systems and processes. Innovations such as AI-powered cloud document management systems (DMS) can control and organise critical data, creating a single source of truth to streamline processes and provide multi-layer protection against missing documentation to comply with regulations. Let’s look at some of the core ways that AI will revolutionise manufacturing: minimising errors, empowering employees, and attracting talent. 

Harmonising processes, freeing up time

First, by digitalising data and investing in AI integrations, manufacturing leaders can reduce margin for error. While the integration of IOT may appear to garner similar results, the real impact of AI is incredibly different. 

IOT focuses on supporting machines and network enablement. On the other hand, AI supports the functionalities that are traditionally confined to the realm of human responsibility and intelligence. While IOT connects physical objects to manufacturing networks, AI harmonises the entire process and structures unstructured data.

The value of AI lies in its scalability. AI can reduce tedious data entry for employees and eliminate delays, having the potential to transform employees’ lives by reclaiming time for valuable projects and saving resources.

Creating more efficient process cycles

AI also enables manufacturing leaders to enhance process automation, making the more time-consuming elements of the manufacturing process rule-based and decision-driven. For instance, in a recent SME study that surveyed over 300 manufacturing professionals, one-third of respondents reported experiencing work delays a few times a week across various operational processes. 

As is the case with minimising errors, the role of AI is to free up human employees for other tasks, not replace them. AI and ML are invaluable tools to save countless hours wasted by employees fulfilling administrative tasks, reclaiming significant amounts of time that can be redirected to supporting customers. Manufacturing companies can implement processes driven by AI and ML to streamline areas of the business and integrate processes that often experience delays, as well as augmenting high-cost processes involved with compliance documentation to create better process cycles.

AI-powered decision making

With endless data at their fingertips, leaders can utilise AI to gain insights and power decision-making. This technology gives organisations the ability to centralise customer information and order history and gather product information that involves hundreds or even thousands of parts, where each part carries its own unique identification number. 

Another example could be analysing the data in relation to how suppliers perform, enabling the manufacturing organisation to better understand what to expect and prepare for potential pitfalls in advance.

AI-powered technologies are also being implemented to resolve interoperability issues, enabling computer systems and software to exchange and make use of information across platforms. Allowing data to be shared between different software and technologies will help in streamlining processes. 

By utilising process automation and enhancing data processing speed, we can expect organisations to see an increase in operational efficiency. These improved systems will reduce costs while improving scalability and flexibility, enabling the streamlined sharing of data across the business. 

Looking ahead: the future of manufacturing

 AI-powered solutions improve the working lives of almost everyone in the sector, helping them make better informed decisions at speed, while process automation solutions empower remote employees who are integral to the success of future workforces. This innovation is vital for businesses to attract, and retain, new generations of talent.  

AI and machine learning are offering the manufacturing industry the opportunity to unlock new levels of efficiency and create a solid foundation for future growth and innovation. From sales and supply chain management to quality checks and inventory control, AI is streamlining complex processes, predicting potential issues, and ensuring timely delivery of projects.

It’s not just about keeping up with technological trends and jumping on the bandwagon. AI proves its worth for manufacturers aiming to make critical decisions promptly, effectively address high-cost functionalities, streamline operations, ensure accuracy of compliance documentation, enhance scope for innovation, boost ROI, and improve sustainability. By bringing together human intuition with the speed and scale of AI technologies, manufacturers can remain competitive – and continue to evolve – for years to come.

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Business

The role of leadership during digital transformation projects in the financial services sector

Stephen Foreshew-Cain is CEO of Scott Logic, the specialist software consultancy

Until around a decade ago, the UK financial services and banking industries were dominated by a core group of major players who controlled almost the entire market. They built up their offering over a period of decades – even centuries in some cases – and invested in robust, weighty technology platforms pre-millennium that were seemingly built to last and which most hoped could be relied on for years to come.

These businesses still hold significant market share, but in recent years their position has come under attack from the emergence of several notable challenger banks. This change has slowly but surely driven the need for digital transformation within the established financial services market and seen many firms consider modernising their offering. However, the success of these programmes depends on much more than buying the latest off-the-shelf package, and there are several elements that dictate how effective this change really is. Leadership is one of those factors; but what’s driving this need for digital transformation and why is having the right management in place so critical to success?

Modernisation pressures

Perhaps no other sector has felt the pressure to modernise itself as much as financial services, where growing security challenges – and the rise of the aforementioned emerging brands – have made this a priority. These newer digitally native organisations are setting the standards for customer experiences and operational efficiency, and the more long-standing institutions are battling to keep up. The challengers have demonstrated how a digital-first approach can offer a superior customer experience and deliver greater operational efficiency. These banks have built their infrastructure from the ground up and have leveraged big data, embraced cloud-native architectures, and developed a focus on user-centric design and experiences. And their streamlined processes, fast decision-making, and commitment to innovation have won them a growing share of the market.

In contrast, many of the more established financial groups are built on platforms that were developed decades ago. While this may sound staggering, it’s understandable. It’s only in recent years that the cloud has matured sufficiently to offer a viable migration path to these institutions, with more benefits than were previously available.

In addition, there is an inherent resistance to change amongst more long-standing institutions – again, for understandable reasons; much of their success is based on caution and reducing risk. One wrong move or misstep can naturally set off a domino effect that has ramifications around the world, as seen in the global financial crisis in 2008. Convincing these organisations to go through the process of upgrading their systems to replace a platform with another more modern one, that does something very similar, is challenging. Hierarchical organisational structures can often hinder rapid decision-making and the swift adoption of innovative and emerging technologies.

Despite these challenges, now is the time for change. External market forces, improved customer experience, cyber-resiliency, and the ability to meet evolving regulatory requirements means that migration from legacy is no longer a ‘nice to have’. The pace of evolution in modern technology means that the longer organisations wait, the rate at which challengers outstrip them will only accelerate. Migration projects are as challenging as they ever were; however, it is now possible to employ migration strategies that allow a phased process, making them easier to manage from a risk mitigation perspective. Any remaining reasons to delay are now massively outweighed by the reasons to proceed with migration – frankly, it’s now imperative.

The pivotal role of leadership

That’s not to say that all modernisation programmes are a success; research from McKinsey indicates that over 70% of digital transformation projects fall short of their goals. There is a range of factors to this, but a common recurring theme is ineffective leadership. Without leaders capable of reimagining these structures and securing buy-in from the workforce, digital transformation initiatives are always likely to encounter issues.

However, in the context of digital transformation, leadership is more than just guiding an organisation through technology adoption. These individuals are responsible for setting the tone and direction for change, building a sense of urgency, and ensuring that the everyone understands the purpose behind the transformation. Remembering the quote attributed to Peter Drucker, culture eats strategy for lunch.  The best managers will be able to set a clear vision for change and convey palpably how it will benefit customers and colleagues. They will also be adept at fostering a more agile culture, encouraging collaboration and a sense of continuous learning across teams. To horribly torture Drucker’s famous statement, if strategy is lunch, leaders need to make sure culture is the breakfast of champions.

There’s a form of culture that’s more than “the way we do things here”. It’s something that’s baked in; the structural risk aversion that often critically undermines the change programmes organisations set out to deliver. It doesn’t matter how many digital experts an institution hires to lead the way into a digital future if outdated governance approaches fetter initiatives before they can get out of the starting blocks. Leaders need to be given the scope to propose new approaches to investing in infrastructure – ones that not only balance investment in legacy modernisation with investment in innovation, but which allow the two to work in symbiosis.  

Fundamentally, culture should not be allowed to eat innovation for lunch; leaders need to be free to keep pace with innovation beyond the ‘walls’ of their institution – free indeed to conceive of those walls breaking down as the banking ecosystem of the future takes shape.

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