How much evidence do we need before proposing a change?

Start with a representative reporting cycle, clearly defined activities and input from the people doing the work. If timing or workload varies materially, examine more cycles and explain the variation. A labelled estimate can support an initial investigation. A funding decision may need firmer evidence.

Can time saved be counted as a financial return?

Time released is capacity. It becomes a cash saving only where an identifiable expense will actually be avoided. If finance puts a cost on released capacity, keep that valuation separate from budget savings and do not count the same benefit twice.

Why involve IT if finance owns the reporting problem?

Finance defines the reporting need, the acceptable measures and the business priorities. IT enterprise or solution architects assess access, security, compatibility and ongoing operation. Including both helps the proposal account for the work needed to make the improvement repeatable.

Do we need to replace every ERP before improving reporting?

No. Begin by defining the required inputs and reporting rules. A common reporting workflow does not require every business unit to use the same ERP. The approach still needs to be evaluated against your systems, controls and implementation requirements.

What should we ask leadership to approve first?

Ask for the smallest decision that resolves the next uncertainty. That may be time to measure the baseline, access to evaluate representative inputs or a scoped pilot. State the resources, owner and decision criteria before seeking a broader commitment.

One post tagged with "Enterprise Data Efficiency"

How to build a business case for reducing repeated data and reporting work

October 28, 2026 · 13 min read

Dan Peacock

CEO

Build the case around one recurring workflow, measure the work honestly and ask leadership for a small, specific decision.

The short answer

Build the case around one recurring reporting workflow. Measure its current effort and delays, find the cause of the repeated handling, compare realistic options and include the full cost of change. Then propose a limited pilot with agreed success measures. Treat staff time released as capacity unless you can show a genuine budget saving.

Every month, someone on your finance team reformats a file, chases a correction and reconciles the result. The report goes out on time, so the work stays invisible. A business case makes it visible.

If you lead forecasting, planning and analysis, you may already see the problem. Finance managers and controllers know where the work happens. A useful proposal brings that knowledge together in a form that finance leadership and IT can evaluate.