Digitalisation in Management Accounting

摘要

Management accounting (MA) is changing in various ways already and will continue to do so in the foreseeable future as a result of the ongoing digitalisation. To ensure a firm’s competitiveness these developments should not stay unconsidered. Four areas in particular are thus analysed: First, the methods and technologies with which processes in MA are digitalised; second, the roles in MA which evolved or gained importance as a result of digitalisation; and third, the impact of digitalisation on skills in MA. Therefore, this bachelor paper deals with the overall research question: How does digitalisation impact management accounting now and possibly in the future? A literature and qualitative research based on expert interviews suggest the following impacts. 
\n
\nFirst, interviewees repeatedly emphasised that to implement changes, a suitable foundation needs to be set up consisting of a high-quality data management and properly organised processes. Particularly the process steps undertaken in the central MA-processes reporting, planning and forecasting are transformed as technologies take over or support human tasks. Standardised, repetitive processes like the report creation offer huge potentials for improvements. Simultaneously, analysis-, prediction- and decision-making-quality is enhanced.
\n
\nPotentials are based on the great amount of readily available data in times of Big Data. Business analytics, especially in its advanced forms, facilitates deeper insights by applying algorithms and statistics. Meanwhile, in-memory computing speeds up data analyses. Applications also become smarter thanks to machine learning enabling them to recognise patterns and continuously learn from the analysed data. In addition, robotic process automation frees management accountants from time-consuming tasks. 
\n
\nThe shift of time needed for specific processes allows for a focus on the increasingly important role of a business partner. This role comprehensively and proactively supports and consults managers and collaborates cross-functionally with management, IT and other departments. Likewise, other roles such as a pathfinder, innovator, change agent, project manager and governance are relevant to exploit the potentials arising from digitalisation. Besides that, data scientists can take over more technical issues. 
\n
\nConsequently, new skill sets are required. IT know-how, cross-functional business knowledge, communication and analytical skills are vital and should be further developed. They help understand useful technologies, derive relevant information and communicate results and concerns effectively. Statistical and programming skills are only partly needed. To summarize, the awareness of digitalisation is present in MA, but the specific implications of it are not always clear.