Financial close management tools for internal finance teams

Internal finance team financial close management tools

Introduction

A smooth close allows teams to meet deadlines for month end and quarter end tasks. Multiple manual steps and lack of visibility during close is a primary challenge most internal finance teams face. Having a clear toolset minimizes errors, enhances audit readiness and having time resource to analyse the data. In this article, we outline software teams can use for an expedited close.

Why the close process matters

During the Close process, actual financial performance is reported and deadlines are supported. When the close takes too long, little changes here and there are concealed and decisions all across the business slip. Beyond the close, teams able to accelerate the process gain earlier insights and relief from end of period rushes. Better planning and improved internal control turn into better close quality.

Key features to look for

Any good financial close management tool should bring together all tasks, reconciliations and approvals in one place. Each task must have a clear ownership and provide an easy trail for approval of these tasks. It should automate repetitive calculations and perform balance reconciliations across systems wherever feasible. Manage must be able to go through the visibility of status and bottleneck easily.

Task Tracking with owners and Due dates

• Workflows to reconcile which eliminates manual matching.
• The decision recorded as well as time of approval
• Status dashboard which was central for team and leadership insights

Examples of reusable capabilities that add value are things like automated checklists, configurable templates and role based access. Those features lessen repetitive tasks and reinforce standardization of processes over different reporting cycles. When teams reduce manual steps, they get back time for analysis and commentary. The combination of capabilities that is most appropriate will vary from company to company, depending on team size and complexity of reporting.

Implementation steps

Planning phase

First, detail your current close steps and pain points. Find manual tasks that are repeated and places where data goes from system to system. Each period you can set your own goals such as how many items are open or cycle times will be shorter. Involve stakeholders in swimmers and align the buy in for changes before proceeding step.

Execution phase

Implement the tool gradually to minimize disruption of current close cycles. Start as small as possible, using a pilot team or one close process to test settings and workflows. Train users on new steps and keep communication channels open in the first cycles. Refine workflows at a smaller scale before widespread rollout.

• Pilot a single process before enterprise Rollout
• Deliver short training to task owners
• Receive feedback and iterate on the workflows on a fast basis

Integration and data quality

Something that only helps if data sources are clean and lead reliable data at the close of the day or week. Link the tool with core ledgers and subledgers, which will limit manual imports. Implement simple validation rules to recognize blatant mismatches as early in the cycle as possible. Take time to review mappings and connections as they will save you rebuilding any integration issues down the road.

Internal finance team best practices

Limit variation and mistakes by standardizing templates and checklists in reporting periods. Day to day, employers need consistent naming and account mapping so work flows through the team smoothly. To avoid end of period rushes ensure that all routine work is completed well in time. Aim for shorter cycle times to keep the engine running and continuously validate benefits.

• Standardized template and consistent naming conventions
• Push tasks that repeat, extending or adding to their timeline earlier
• Have explicit ownership for all close actions

Change management and team adoption

For effective adoption, communicating well and being visible with wins in the early cycles of usage is important. Show very tangible benefits in terms of reduced open items or faster approvals, and preferably with some metrics. In the first few months provide ongoing support with swift paths to help. Consider adoption as a continuous process, not a project with an end date.

Measuring success

Keep track of metrics that were aligned to your original goals and improve as time goes on. Examples of these may include days to close, number of reconciling items, and percentage of tasks completed on time. Employ trend highlighting and return to root causes dashboards. Meet with leadership to review metrics and ensure continued investment in improvements.

Automation and Continuous Improvement of Period-End Close

To reduce manual work and human error, automate the repetitive checks and reconciliations. Staff needs to be freed up by automation for deeper variances analysis and finance tasks. Continue to update rules and templates for new scenarios as systems and processes improve. This is a continuous improvement cycle, which ensures the close process is both efficient and reliable.

Conclusion

Financial close management tools can revolutionize the way internal finance teams operate during critical reporting windows. Teams can reduce cycle times and improve quality by mapping processes, piloting changes, and monitoring relevant metrics. The biggest benefits come from clear ownership, automations of routine work and tight integrations. Teams following these steps will have more time for insight and strategic finance work.