Partner for the Automation Potential Analysis: What Finance Teams Should Look For

The opportunities for automation in finance are increasing. Tools like Microsoft Copilot promise to simplify tasks through artificial intelligence (learn.microsoft.com 2026). At the same time, reporting requirements are constantly growing. In particular, the disclosure of ESG criteria — Environment, Social, and Governance — is becoming more comprehensive. An analysis of 22 jurisdictions shows that the average disclosure rate has risen from 89.2% in 2019 to 97.1% in 2024 (Delgado Sanchez 2027). This development requires the collection and processing of new data, which often lies outside the traditional ERP system. Manual processes quickly reach their limits. In an uncertain economic environment, it can be difficult for finance teams to set the right priorities. Engaging a provider for an automation potential analysis helps to avoid misguided investments and is a crucial first step.

More than just a technical evaluation

A potential analysis is often misunderstood as a purely technical task. The assessment then focuses on the question of which software can be implemented. This approach falls short. The greatest potential for sustainable improvement lies not in the tools themselves, but in the optimisation of financial processes. A partner must therefore speak the language of the finance team and understand the procedures in detail.

The goal of any automation is to improve the quality of accounting information. This is achieved through increased transparency and reduced information asymmetry. Well-documented and automated processes also limit the scope for opportunistic behaviour by managers (doi.org 2024a). The traceability of the figures is increased and governance is strengthened. A partner with a deep understanding of processes can assess where automation not only saves time but also enhances the reliability and integrity of the figures. It is about business value, not just technical feasibility.

The right questions for a sound analysis

A good potential analysis does not start with a software demonstration. It starts with questions about your existing processes. Where do manual, error-prone work steps occur today? What does the chain look like from the ERP export, through processing in Excel, to the finished report or submission to the authorities? Which data sources are used and how is their quality ensured?

The analysis must examine the entire process chain. Only in this way can the true bottlenecks and risks be identified. An important side effect of clearly defined and automated processes is the strengthening of the internal control system (ICS). Automation creates inherent control points and reduces the risk of human error. Furthermore, modern technologies open up new possibilities for risk detection. The integration of anomaly detection algorithms can significantly improve the identification of irregularities. Studies show that neural networks can achieve very high accuracy in detecting fraudulent financial reporting (doi.org 2024a). A potential analysis should therefore also examine where such advanced methods can create added value for risk management.

A comprehensive analysis goes beyond mere figures. Advanced systems can now also evaluate unstructured data. This includes, for example, analyses of the management tone in annual reports or indicators for the complexity of financial reporting. The combination of such qualitative analyses with quantitative algorithms significantly improves the identification of risks and potentially fraudulent financial statements (doi.org 2024a). A competent partner will incorporate these possibilities into their considerations and show how your company can benefit from a broader understanding of data.

New technologies can also accelerate daily work and decision-making. The integration of conversational AI and search functions directly into the work environment, as with Microsoft 365 Copilot, is one example. Instead of switching between ERP, Excel, and email programmes, queries can be made in a unified environment. This reduces interruptions and shortens decision-making cycles (learn.microsoft.com 2026). A controller can thus answer ad-hoc questions from management more quickly and with less effort during the month-end closing. A good analysis partner will show where such tools can create concrete added value in your team's daily work.

A prioritised roadmap as a tangible result

The result of a potential analysis should not be a general strategy paper. Nor is it a shopping list for software. A valuable result is a concrete and prioritised roadmap. This lists possible automation projects and evaluates them according to two criteria: the expected business value and the estimated implementation effort.

Such a roadmap enables a step-by-step approach. Finance teams can start with projects that promise a quick benefit with manageable effort — so-called 'quick wins'. At the same time, the roadmap creates a clear vision for the long-term development of the finance function.

This structured approach is particularly valuable in an uncertain economic environment. Studies show that external uncertainties, such as ecological or geopolitical factors, can influence the positive effects of digital transformation on the quality of accounting information (doi.org 2024a). In such times, investments are scrutinised more closely. A clear, prioritised roadmap serves as a well-founded basis for decision-making. It helps to minimise risks and to make targeted investments where they contribute most to process stability and risk mitigation. Focusing on resilience rather than just efficiency is a hallmark of a good strategy.

How to recognise a suitable partner

The choice of partner is crucial for the success of the analysis. A partner should not only highlight technical possibilities but also be able to assess their relevance to your specific financial processes and governance requirements. Look for the following characteristics:

• They speak your language: The partner understands the technical terms of finance and accounting. They discuss accruals, provisions, and consolidation with you, not just APIs and databases.
• They focus on processes: The conversations revolve around your procedures, especially the month-end closing and reporting. Technology is a means to an end, not the starting point of the discussion.
• They show the limits: A reputable partner will also explain what should not be automated. Skopa automates the Excel layer that exists around the ERP. The ERP system itself is not replaced.
• They deliver an actionable roadmap: You receive a concrete plan with prioritised measures. This plan distinguishes between short-term improvements and long-term strategic goals.
• They build on what exists: The approach is evolutionary, not revolutionary. The automation integrates into your existing system landscape and uses the data from your ERP as a basis.

What you can already do this month

You do not have to wait for an external partner to start preparing. A simple first step creates an excellent foundation for any further discussion. Take a recurring, manual process that costs your team a lot of time and stress each month.

Document this process in detail. Note down every single step — from the data export from the ERP system, through all manual adjustments in Excel, to sending the final report by email. Be as precise as possible. Also record which checks and plausibility assessments are currently performed manually.

Afterwards, estimate the amount of time your team spends on this specific process each month. This figure, combined with the detailed process description, is an extremely valuable and concrete starting point. With this preparatory work, you can conduct any discussion about automation — whether internal or with an external provider — in a much more focused manner.

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