How do you make large transformation efforts without disrupting the accounting close process?

The first step is to ensure that the controller group is part of the process. Even if you have great ideas for change, they need to be integrated into the financial system. The controller group ensures that the data is in the correct form for it to be booked. When executing a transformation, such as implementing a new system for resource management, the controller group is vital. If they are not involved, there could be significant issues as information may not be correctly processed or booked. Having a full team, including the controller group, to ensure the accuracy of accounting entries can make a significant difference.

Expecting a large transformation without any disruption is unrealistic. There will always be some level of disruption that needs to be managed and led through. That's where stakeholder engagement becomes key. We need to ensure that we're capturing the right data and that these data feeds are flowing through correctly. The data lineage exercise is one of the most critical parts of the close process. If you start with a foundation of good data and understand the data flows, you can minimize disruption, but you'll never be able to completely eliminate it.

Engaging the accounting team to understand the potential impacts of the financial transformation is crucial. Additionally, I suggest running the processes or systems in parallel until the transformation is complete. This allows you to see what's working and what's not, and gives you time to make adjustments if necessary, rather than switching straight into the new process. In my experience, it's beneficial to start with full parallels and then gradually transition to the new process.