• Too many low value accounting distractions not allowing enough time for executives to focus on core development and implementation strategies.
• Finance overhead cost considered too high but quality of output and support is below levels needed
• Inertia – stuck in a rut doing things the same way
• Passive reactionary accounting function resulting in it being undervalued and not given the resources to make a difference
• Lack of management capacity to satisfy one-off compliance tasks or to adequately support major business projects
• Regulatory and fiscal compliance reporting is challenging, not falling out of current processes

• Undermines corrective action, even if accurate
• Time wasted and possible misdiagnosis due to lots of manual probing over spread sheets and reports which are inaccurate or unreliable
• Do not know the underlying problems due to lack of measurement and visibility of the processes
• Gap in reporting structures resulting in some areas being managed “blind”
• Business logic flawed resulting in vulnerable controls and incorrect business assumptions
• Lack of information transparency undermining management and development of the business

• Not in place to minimise revenue leakage and protect margins
• Losses become an acceptable “norm” due to inability to identify and address root causes
• Disproportionate controls hinders business development
• Lack of policies and procedures and/or poor compliance
• Inadequate focus on credit and receivables affecting cash flow and availability of funds to meet expenses

• Skill sets lacking in key areas resulting in wrong emphasis on low-value added activities
• Inadequate resources to deal with transaction volumes due to manpower priorities elsewhere in the business
• Business continuity risk due to high turnover of staff with no suitable procedures documented and inadequate handover leading to higher levels of queries, errors and rework