{"id":11724,"date":"2025-07-14T09:39:59","date_gmt":"2025-07-14T09:39:59","guid":{"rendered":"https:\/\/dataglobalgroup.com\/content-news\/accounting-in-transition-from-fragmentopolis-to-data-city\/"},"modified":"2025-08-20T09:58:59","modified_gmt":"2025-08-20T09:58:59","slug":"accounting-in-transition-from-fragmentopolis-to-data-city","status":"publish","type":"post","link":"https:\/\/dataglobalgroup.com\/en\/content-news\/accounting-in-transition-from-fragmentopolis-to-data-city\/","title":{"rendered":"Accounting in transition: from fragmentopolis to data city"},"content":{"rendered":"\n

The “Fragmentopolis” problem in accouting<\/h2>\n\n\n\n

Anyone who works in accounting<\/strong> knows the picture all too well: invoices reach the company via a wide variety of channels. Sometimes they are approved by email, sometimes by chat, and in the end another Excel file with the name “final_neu_mehrfinal.xlsx” is circulated. What sounds humorous is a harsh reality in many finance departments. Everyday work in this “fragmentopolis” is characterized by manual processes, redundant data and a high level of control effort.<\/strong> There is hardly any time for analysis and strategic management.<\/p>\n\n\n\n

A recent study by KPMG shows that controllers spend<\/strong> an average of around 30 percent of their working time searching for data, asking questions or clarifying discrepancies<\/strong>. This is valuable time that is actually needed for planning, forecasting and designing business strategies. This is precisely where the core of the problem lies: processes in digital accounting and controlling are still fragmented<\/strong> in many companies and heavily characterized by manual work<\/strong>. <\/p>\n\n\n\n

Fragmented processes slow down digital accounting<\/h2>\n\n\n\n

The result of these isolated solutions is not only frustration among employees, but also a massive competitive disadvantage. Without a reliable and centralized database, the necessary transparency for well-founded decisions is lacking. Payment deadlines are overlooked, cash discounts are not used and budgets are lost sight of. Instead of active control, those responsible are often left with reactive damage limitation<\/strong>. <\/p>\n\n\n\n

So the question is: how can we make the leap from fragmentopolis to a structured, networked and sustainable financial organization?<\/strong><\/p>\n\n\n\n

Free white paper: “Data City for Finance & Controlling”<\/h3>\n\n\n\n

This is precisely where the white paper “Data City for Finance & Controlling”<\/strong> comes in. It shows step by step how companies can modernize their processes and establish end-to-end digital accounting. With concrete application examples, checklists and practical recommendations for action, it provides a real roadmap for the path to the data city. <\/p>\n\n\n\n

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To the free whitepaper<\/a><\/div>\n<\/div>\n\n\n\n

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Automation in accounting: more efficiency and fewer errors<\/h2>\n\n\n\n

An automated invoice receipt<\/a><\/strong> is just the beginning. Digitally mapped process chains and<\/strong> clearly defined approval logics<\/strong> speed up the entire workflow. Invoices automatically end up in the correct verification folder, cash discounts can be used reliably and those responsible always have an overview of open items and the liquidity situation. <\/p>\n\n\n\n

The benefits are measurable: according to a study by Deloitte, companies can reduce<\/strong> their processing costs per invoice by up to 70 percent<\/strong> by using digital accounting systems. At the same time, the error rate is significantly reduced as manual entries are minimized. <\/p>\n\n\n\n

For controlling, this means less searching for data and more time for analysis and management<\/strong>. This added value is particularly impressive when you look at the day-to-day work of individual roles. <\/p>\n\n\n\n

In the white paper “Data City for Finance & Controlling”<\/strong>, the fictitious controller Jana accompanies her transformation: where gut feeling and manual comparison of data used to be necessary, dashboards and reports now provide her with a solid basis for well-founded decisions.<\/p>\n\n\n\n

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To the free whitepaper<\/a><\/div>\n<\/div>\n\n\n\n

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Process optimization in controlling: From reaction to proactive control<\/h2>\n\n\n\n

Digitalization is no longer a dream of the future, but a reality. Increasing regulatory requirements, volatile markets and ever shorter reporting cycles make it impossible to continue working with old methods. While the focus used to be on monthly financial statements, managers now expect real-time data – reliably and transparently. <\/p>\n\n\n\n

Process optimization in controlling meets precisely these requirements. Automated workflows<\/strong>, central data storage<\/strong> and transparent dashboards<\/strong> make it possible to identify developments at an early stage and take active countermeasures. The role of controllers is therefore changing: Data collectors are becoming business partners who actively generate strategic added value. <\/p>\n\n\n\n

Another aspect: a uniform database makes it easier to meet compliance requirements<\/strong>. Audit trails<\/strong>, inspection logs<\/strong> and automated documentation<\/strong> ensure that evidence<\/strong> is available at all times<\/strong> – an advantage that should not be underestimated in times of stricter regulations.<\/p>\n\n\n\n

Practical thinking: what really changes in everyday life<\/h2>\n\n\n\n

The introduction of digital, automated invoice processing has immediate effects:<\/strong><\/p>\n\n\n\n