Finance Automation Without Process Transformation? Why Many Projects Underperform

Automation and new technologies promise a new era for finance—one where teams operate more efficiently, reduce manual work, and deliver sharper insights. Yet for many organizations, those benefits take longer to materialize than expected. Projects stall. Adoption lags. And systems—despite significant investment—often fall short of expectations.

While ERP implementation is often a major milestone in modernizing finance, it's only part of the journey. Increasingly, CFOs are layering in automation tools to optimize specific functions like reconciliations, close processes, and reporting workflows. But automation on top of outdated processes can reinforce inefficiencies—not remove them. Successful initiatives require both finance automation and process transformation to truly deliver value.

Drawing on our experience working with scaling and mature finance teams, this post highlights why many finance automation efforts underperform—and what CFOs can do to ensure lasting impact.

Where It Goes Wrong

1. Tech-first mindset

Selecting tools before understanding existing finance processes often leads to misalignment. Without a clear view of current workflows—or how they’ll evolve—technology ends up solving the wrong problem.

2. “Lift and shift” thinking

Moving legacy processes into new platforms without rethinking them preserves inefficiencies. Automation should enable transformation—not just replatforming.

3. Weak planning

Insufficient scoping, vague objectives, and limited resources derail projects before they gain momentum.

4. Excluding end-users

When finance professionals aren’t engaged early, the resulting systems may not reflect actual workflows—leading to workarounds, resistance, and low adoption.

5. Unrealistic timelines

Compressed implementation schedules often compromise testing, training, and stakeholder alignment—reducing long-term effectiveness.

6. Surface-level fit-gap analysis

Superficial assessments overlook critical process nuances. Not taking into account future business needs can further reduce the effectiveness and longevity of new tools.

7. Over-customization

Tailoring systems to replicate outdated workflows introduces complexity and rigidity—not to mention the cost of maintaining the system over time.

8. Data accuracy and cleansing

Automation is only as good as the data it runs on. Poor data quality creates reporting issues, breaks workflows, and undermines user trust in new systems.

Field Insight: Process Before Platform

Across numerous automation efforts, one lesson consistently stands out: transformation must come before—or at least alongside—technology. When companies pause to rethink and optimize their finance operations first, the outcomes are more scalable, more sustainable, and far more effective.

Teams that avoid over-customizing their tools are also better positioned to adapt, upgrade, and grow. Keeping systems close to standard not only eases implementation—it also reduces maintenance costs and complexity.

Lessons Learned

Map and optimize before you automate

Clarify inefficiencies, handoffs, and reporting needs before selecting tools. Build for today—but with tomorrow in mind.

Engage end-users from the start

Include finance staff in design and testing. Their feedback is essential to building systems that actually work in practice.

Invest in change management

Successful automation requires alignment, training, and communication—especially when teams are already stretched.

Set realistic timelines and budgets

Leave space for iteration, feedback, and unexpected issues. Quality implementation takes time—and pays dividends when done right.

Final Thoughts

Finance automation succeeds when it supports a reimagined, optimized finance process—not when it simply digitizes outdated workflows. Teams that plan for the future, engage the right people, and keep systems lean are best positioned to realize the benefits of modern finance technologies.

For organizations that have already taken steps to modernize their ERP or accounting systems, automation can offer meaningful next-level gains—but only if it’s grounded in the right operational foundation. Understanding where process transformation is still needed can unlock the full value of these investments.

For a related perspective on broader system implementation challenges, see our post on Key Challenges in ERP and Accounting System Implementations.

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The information provided on this blog is for general informational purposes only and should not be construed as professional advice. Please consult a qualified professional before making any decisions based on this information.