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Process automation: What it means for the future of controllership

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In a recent Deloitte Center for ControllershipTM poll of more than 1,700 finance, accounting and other professionals, 52.8 percent say their organizations plan digital controllership improvements—leveraging process automation, analytics and other technologies for financial and accounting processes—in the year ahead. Using finance and accounting robotic process automation (RPA) to increase efficiency and internal controls is the top priority for such efforts (34.7 percent). https://www2.deloitte.com/us/en/pages/about-deloitte/articles/press-releases/finance-accounting-robotic-process-automation-priority-for-digital-controllership-2018-deloitte

Publié dans : Business
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Process automation: What it means for the future of controllership

  1. 1. Process automation: What it means for the future of controllership Deloitte poll results from December 2017
  2. 2. 2Process automation: What it means for the future of controllershipCopyright © 2018 Deloitte Development LLC. All rights reserved. Methodology 1,720+ professionals participated in a Deloitte Center for ControllershipTM Dbriefs webcast, “Process automation: What it means for the future of controllership,” on Dec. 8, 2017 about their controllership functions and the digitization thereof. Respondents largely work in accounting (47.7 percent) and finance (25.4 percent). Answer rates differed by question.
  3. 3. 3Process automation: What it means for the future of controllershipCopyright © 2018 Deloitte Development LLC. All rights reserved. Votes received: 4,004 During the next 12 months, will your organization drive Digital Controllership improvement (e.g. digital core, process automation and analytics & insights)? Yes - we will begin developing our strategy Yes - we are executing projects / initiatives No - we have competing initiatives that are taking precedent YES=52.8% NO=21.1% 33.9% 18.9% 21.1% Don’t know/NA= 26%
  4. 4. 4Process automation: What it means for the future of controllershipCopyright © 2018 Deloitte Development LLC. All rights reserved. 24.4 % Digital core Enhancing our financial systems and improving data architecture 20.8 % Votes received: 4,014 What is your organization’s top priority in terms of driving improvement in Digital Controllership? Don’t know/NA= 20.2% 34.7% Process automation Increasing efficiency and internal control with robotic process automation, cognitive and other technology enablers Analytics & insights Capturing value through visual analytics, risk sensing and other analytical applications Process complexity HIGHLOW
  5. 5. 5Process automation: What it means for the future of controllershipCopyright © 2018 Deloitte Development LLC. All rights reserved. Votes received: 4,026 Which do you think would be the biggest benefit of having a digital controllership in your organization? Improved internal controls by testing wider sets of data and reducing human error Improved talent resource allocation toward higher value, strategic work by reducing manual, repetitive work Improved visibility into future risks and opportunities through testing of wider data sets and talent able to analyze trends and anomalies 23.5% 40.5% 16.9% Don’t know/NA= 19.1%
  6. 6. 6Process automation: What it means for the future of controllershipCopyright © 2018 Deloitte Development LLC. All rights reserved. Votes received: 1,720 Which do you think would be the biggest challenge to building a digital controllership in your organization? Retraining existing controllership talent to leverage technologies including robotic process automation, cognitive computing and visual analytics to address financial risk, provide performance-driving insights and inform strategy Shifting organizational perception of controllership from financial steward to that of value driver Securing C-suite and board support to invest in robotic process automation, cognitive computing and visual analytics for the controllership 22.1% 23.3% 16.3% 16% Changing organizational cultural bias against technology (i.e., if robots/computers do x, we we’ll be eliminating work for humans to perform) Don’t know/NA= 22.4%
  7. 7. 7Process automation: What it means for the future of controllershipCopyright © 2018 Deloitte Development LLC. All rights reserved. Votes received: 3,629 How would your organization measure success and justify the cost of process automation? Increased operational efficiency 33.1% Enhanced analytical & reporting capabilities 15.1% Improved internal controls 6% Reduced costs 25.7% Improved data & document management 4.9% Don’t know/NA= 15.2%
  8. 8. 8Process automation: What it means for the future of controllershipCopyright © 2018 Deloitte Development LLC. All rights reserved. Media contact Shelley Pfaendler Public Relations Deloitte Services LP spfaendler@deloitte.com Full press release available on Deloitte.com
  9. 9. The statements in this report reflect the aggregation of poll responses and are not intended to reflect facts or opinions of any entities. All data, charts and statistics referenced and presented, as well as the representations made and opinions expressed, unless specifically described otherwise, pertain only to the participants and their responses to the Deloitte poll. The information obtained during the poll was taken “as is” and was not validated or confirmed by Deloitte. This presentation contains general information only and Deloitte is not, by means of this presentation, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services. This presentation is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor. Deloitte shall not be responsible for any loss sustained by any person who relies on this presentation. About Deloitte Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee (“DTTL”), its network of member firms, and their related entities. DTTL and each of its member firms are legally separate and independent entities. DTTL (also referred to as “Deloitte Global”) does not provide services to clients. In the United States, Deloitte refers to one or more of the US member firms of DTTL, their related entities that operate using the “Deloitte” name in the United States and their respective affiliates. Certain services may not be available to attest clients under the rules and regulations of public accounting. Please see www.deloitte.com/about to learn more about our global network of member firms. Copyright © 2018 Deloitte Development LLC. All rights reserved.

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