Many companies are now beginning to optimize their financial processes along the lines of the way in which core processes, in particular, have long been optimized within companies. In several projects, Intero Consulting has built up broad expertise in this area, which is based on its own operational experience and encompasses both design and implementation of the new concepts.

“Design of end-to-end processes” is the magic formula which in many companies is intended to lead to a consistent financial view for the individual departments of the company. But in view of the various areas of responsibility of a department, this is a task which requires both an overview of the entire constellation and the relevant details of the individual processes.

  • In many companies, individual financial processes are anchored separately in different systems, i.e. actual and target figures are reported in different systems and cannot easily be brought into line with one another. This means that discussions concerning the relevant figures are pre-programmed.
  • Particularly within internal service organizations, there are different perspectives on cost allocation, price structures, service billing and payment controls in relation to “internal clients” which are not easy to reconcile with one another. This also applies to the specific scenario in which the costs of third party services are passed on directly internally – a process that is easier in theory than in practice.
  • Standardization of the systems presupposes precise knowledge of the interfaces which are part of a systematic process and the option of adapting each of the applications used. Thanks to its experience, Intero Consulting is in a position to deliver a quick and cost-effective solution to standardize processes in conjunction with the relevant IT experts.
  • Centrally managed projects with a flow chart not only allow an overview to be retained and, in collaboration with the participating departments, but also bring the different perspectives and processes together as a common denominator.
  • Data consistency between planning, accounting and the individual business units now facilitates an overall view in which problems can be directly identified at an early stage and countermeasures can be taken.
  • While internal transfer pricing often equates to estimates prior to the implementation of a corresponding project, causal and consistent cost control is possible on the basis of an overall data model.