The 'Digitalisation Gap': When Process Automation in the Finance Department Stagnates

The pressure to digitalise in finance departments is high. Management expects more efficient processes and faster analyses. At the same time, studies show a significant gap between this expectation and the reality in many Swiss SMEs. The question — is automating this process worth it? — becomes more urgent, especially for Excel-based workflows. A well-considered automation cost-benefit analysis is crucial for any process automation in the finance department. Yet, many wonder how to start finance automation with no resources, often lacking a clear starting point.

The Gap Between Aspiration and Reality

A study by PwC and WHU confirms this picture for the DACH region. Although 71% of the CFOs surveyed assign a high or very high priority to digitalisation, only around 20% rate their own department as 'highly digitalised' (PwC 2026). This discrepancy is no coincidence. It is the result of concrete hurdles in day-to-day operations.

The main reasons cited for the slow implementation are a lack of formalised digitalisation strategies and a shortage of specialised personnel. Daily tasks, month-end closing, and ongoing reporting often leave no room for large-scale strategic projects. The available skilled professionals are often working at full capacity.

Grand Strategies Fail in Practice

The attempt to drive digitalisation with a comprehensive master plan is often doomed to fail. Such projects are complex, expensive, and tie up resources for long periods — resources that are needed for daily business. The implementation of a new ERP system or a large business intelligence platform can take years and involves significant risks.

Meanwhile, the actual work does not stop. The finance department must continue to prepare monthly, quarterly, and annual financial statements. It has to file VAT returns and provide reliable figures to management. In many companies, these core tasks are based on a chain of manual steps: data export from the ERP, processing in Excel, creation of reports, and finally, manual entry into reporting portals. This chain is error-prone and time-consuming.

The Pragmatic Approach: From Problem to Solution

A more pragmatic path reverses the perspective. Instead of searching for a grand plan, you start with a specific, operational problem. The central question is not: 'How do we digitalise the entire finance department?' It is: 'Which single, repetitive process costs us the most time and effort?'

Automation in accounting does not have to happen in a single, large step. It can be implemented gradually, starting with simple, rule-based routine tasks (Diamant Software 2024). The focus is on automating the Excel layer that sits between the ERP system and the final reports. The ERP system itself is not replaced. It remains the primary source for all transaction data.

A good starting point is an existing manual process. Automating it frees up resources. The team gains time that can be used for more demanding tasks, such as analysis or improving internal controls. This initial success creates the foundation and acceptance for further steps.

How to Identify the Right Process

Selecting the first process to automate is crucial for success. Not every manual workflow is a good candidate. The analysis should be based on objective criteria to determine the greatest immediate benefit.

The following questions help with identification:

• Frequency: How often is the process performed? Daily or weekly tasks often have higher automation potential than purely quarterly ones.
• Manual Effort: How many person-hours does the process require each time it is performed? A process that takes eight hours a month is a better candidate than one that only takes 30 minutes.
• Error Proneness: How often do manual entries or 'copy-paste' actions lead to errors that require time-consuming correction? High error rates are a strong indicator of the need for automation.
• Degree of Standardisation: Does the process always follow the same, clearly defined rules? Creative or intuitive decisions are difficult to automate. Rule-based workflows are ideal.
• Data Basis: Is the process based on structured data, for example, a standard export from the ERP system? Unstructured data or changing formats make automation more difficult.

Automation as an Answer to the Skills Shortage

Targeted process automation is more than just an efficiency project. It is a strategic response to the growing skills shortage. Well-trained controllers and finance professionals are hard to find. It therefore makes good business sense not to tie up their time with repetitive, routine tasks.

The skills shortage increases the pressure on companies to automate processes more extensively (finanzwelt 2026). Automated workflows can take over tasks that were previously done manually. They work quickly, precisely, and around the clock. This not only relieves the burden on existing employees but also makes the company more resilient to staffing shortages. The freed-up capacity of skilled professionals can be used for higher-value activities, such as interpreting key figures or providing strategic advice to management.

What You Can Do This Month

The first step towards automation requires no external consultants and no budget. It simply requires a willingness to critically examine your own working methods. You can lay a solid foundation for an informed decision within the next few weeks.

Start with a simple inventory. Talk to the members of your team who prepare the month-end closing or reporting. Ask them directly: Which manual process is the most tedious? Where do the most errors occur?

Select the process that is mentioned most often. Document it in detail, step by step. Note down every click, every Excel formula used, and every manual adjustment. Create a simple guide as if you were training a new person.

Estimate the time required for this one process. Measure the time during the next execution or estimate it based on past experience. Multiply this value by its annual frequency. The result is a first, tangible indication of the potential benefit of automation. This figure forms the basis for any further discussion.

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