Od računovodstva do odgovorne spremembe

Kako izkušnje iz računovodstva, davkov in vodenja skupin podjetij nadgrajujemo z razvito metodo dela.

V S-TEAM-u se računovodsko znanje prenaša skozi štiri generacije. Zgodba se je začela leta 1965 z računovodsko podporo zasebnikom v lokalnem okolju, danes pa obsega tudi podporo mednarodnim skupinam, povezanim družbam, digitalizaciji in odgovorni uporabi AI. Smo družinsko podjetje in to se pozna pri tem, kako delamo: stranke poznamo, njihove odločitve spremljamo dolgoročno in posledice vidimo tudi takrat, ko projekt ali sprememba že zdavnaj ni več novica.

Zdaj tem izkušnjam dodajamo nekaj novega: metodo ZOIA. Gre za strukturiran način razmišljanja in dela pri spremembah v podjetjih, ki ga je na podlagi 30 let dela v mednarodnem računovodstvu, davkih in poslovanju skupin podjetij razvila Zvonka Schmit, davčna strokovnjakinja in predstavnica tretje generacije S-TEAM-a.

Kaj vidimo iz računovodstva

Računovodstvo vidi več, kot se običajno misli. Vsaka poslovna odločitev se prej ali slej pokaže v številkah: nov trg, nova hčerinska družba, prevzem, novo ERP okolje ali reorganizacija.

Pogosto pa se pokaže prepozno. Ko pridejo podatki do nas, je odločitev že sprejeta in sistem že postavljen. Takrat se začnejo usklajevanja, ročni popravki, dodatne tabele in vprašanja, ki bi jih bilo bolje zastaviti na začetku.

Iz izkušenj vemo, da se sprememba redko zalomi tam, kjer jo vidi uprava. Zalomi se med oddelki: ko delo prehaja iz prodaje v finance, iz lokalne družbe v skupino ali iz projekta v vsakdanje poslovanje. Tam je odgovornost najšibkejša in tam se skriva največ stroškov, ki bi se jim dalo izogniti.

Metoda ZOIA na kratko

ZOIA temelji na preprostem načelu: preden posežete v en del organizacije, razumite celoto in posledice spremembe za ljudi, procese, podatke, orodja in odgovornosti. Rešitev na enem mestu ne sme ustvariti nepotrebnega pritiska drugje.

Metoda ima štiri faze:

1. Z · Zaznaj celoto: pogledamo dovolj široko, preden opredelimo problem in rešitev. Ker je lahko odločitev pravilna za eno področje in vseeno povzroči težave drugje.
2. O · Organiziraj: uredimo namen, odgovornosti, procese, informacije in odvisnosti. Ker nejasnost pogosto kompenzirajo ljudje, namesto da bi jo uredila organizacija.
3. I · Integriraj: povežemo dele sistema, ki morajo spremembo skupaj uresničiti. Ker rezultat ni odvisen le od delov, temveč od tega, kaj se dogaja med njimi.
4. A · Aktiviraj: spremembo prenesemo v operativno resničnost in preverimo, ali tam deluje. Ker sprememba ni zaključena ob uvedbi, temveč ko jo organizacija razume, uporablja in lahko vzdržuje.

Ključno vprašanje metode je: Ali ste pogledali širše?

Kaj to pomeni za naše stranke?

ZOIA ni ločena storitev, ki bi jo »dodali« k računovodstvu. Je način razmišljanja, ki ga prinašamo v vsako sodelovanje. Za stranke to pomeni:

• Vprašanja pred odločitvijo, ne po njej. Ko načrtujete rast, novo družbo ali nov sistem, z vami pogledamo, kaj bo to pomenilo za računovodstvo, davke, poročanje in ljudi, ki bodo spremembo nosili.
• Povezovanje, ne le knjiženje. Poznamo prostor med poslovanjem, financami in IT. Pomagamo, da se podatki, odgovornosti in procesi med seboj ujemajo.
• Manj presenečenj. Šibke signale, kot so ponavljajoča se ročna usklajevanja, poročila, ki jim nihče ne zaupa, ali obvoze mimo sistema, prepoznamo zgodaj, ko so še obvladljivi.
• Sprememba, ki deluje tudi po zagonu. Uspeh ni dan, ko sistem začne delovati, ampak trenutek, ko ga ljudje zanesljivo uporabljajo pri vsakdanjem delu.

Na podlagi metode ZOIA bomo razvijali tudi svetovalne storitve za podjetja pred rastjo, reorganizacijo, prevzemom, uvedbo ERP, digitalizacijo ali umetno inteligenco.

Računovodstvo smo vedno razumeli širše: kot temelj za boljši pregled in boljše odločitve, ne le kot pravilno oddane obračune. ZOIA je naslednji korak na tej poti. To izhaja iz našega načina dela: stranke spremljamo dolgoročno, zato nas zanima, kako bo odločitev delovala čez leto ali dve, ne le na dan oddaje poročila.

Zaključek

To, kar podjetja imenujejo nepredvidljivo, je bilo pogosto le neobvladano. Signali so bili vidni, le lastnika niso imeli.

Z metodo ZOIA želimo, da naše stranke te signale vidijo, preden nastanejo nepotrebni stroški. Naša izkušnja z računovodstvom ostaja temelj. ZOIA ji daje strukturo, jezik in širši pogled.

Katera rešitev v vašem podjetju dobro deluje v enem oddelku, a se ne povezuje z ostalimi deli organizacije?

Več o metodi: www.zoia-method.com. Za pogovor: info-team.si

From Accounting to Responsible Change

How we build on our experience in accounting, taxation and managing groups of companies through a method we have developed.

At S-TEAM, accounting knowledge has been passed down through four generations. Our story began in 1965, providing accounting support to local private businesses. Today, our work also includes supporting international groups, affiliated companies, digitalisation and the responsible use of artificial intelligence (AI). We are a family business, and that is reflected in how we work: we know our clients, follow their decisions over the long term and see the consequences even when a project or change is no longer news.

We are now adding something new to this experience: the ZOIA method. It is a structured approach to thinking and working through organisational change, developed by Zvonka Schmit, a tax expert and third-generation representative of S-TEAM, drawing on 30 years of experience in international accounting, taxation and the operations of corporate groups.

What We See Through Accounting

Accounting reveals more than people often realise. Every business decision eventually appears in the numbers: entering a new market, establishing a subsidiary, making an acquisition, implementing a new ERP system or reorganising a company.

But often, it becomes visible too late. By the time the information reaches us, the decision has already been made and the system is already in place. That is when reconciliations, manual corrections, additional spreadsheets and questions begin to appear, many of which should have been addressed from the start.

Experience has taught us that change rarely fails where management expects it to. Problems arise between departments: when work moves from sales to finance, from a local company to the wider group, or from a project into day-to-day operations. These are the points where responsibility is often least clearly defined and where many avoidable costs originate.

The ZOIA Method in Brief

ZOIA is based on a simple principle: before changing one part of an organisation, understand the whole and consider the consequences for people, processes, data, tools and responsibilities. A solution in one area should not create unnecessary pressure elsewhere.

The method consists of four phases:

1. Z · Zoom out: We take a broad enough view before defining the problem and its solution. A decision may be right for one area while still creating problems elsewhere.
2. O · Organize: We clarify objectives, responsibilities, processes, information and dependencies. Too often, people compensate for organisational ambiguity instead of the organisation resolving it.
3. I · Integrate: We connect the parts of the system that must work together to implement change. Results depend not only on individual components but also on what happens between them.
4. A · Activate: We bring change into operational reality and verify that it works in practice. Change is not complete when a new system or process is introduced, but when the organisation understands it, uses it and can sustain it.

The central question behind the method is: Have you looked at the bigger picture?

What This Means for Our Clients

ZOIA is not a separate service that we simply add to accounting. It is a way of thinking that we bring into every client relationship. For our clients, this means:

• Questions before decisions, not afterwards. When you are planning growth, establishing a new company or introducing a new system, we work with you to consider what it will mean for accounting, taxation, reporting and the people responsible for implementing the change.
• Connecting processes, not just recording transactions. We understand the space between business operations, finance and IT. We help ensure that data, responsibilities and processes work together.
• Fewer surprises. We identify early warning signs, such as recurring manual reconciliations, reports that nobody trusts or workarounds that bypass established systems, while they are still manageable.
• Change that works beyond implementation. Success is not the day a system goes live. It is the point at which people can reliably use it in their everyday work.

Building on the ZOIA method, we will also develop advisory services for companies preparing for growth, reorganisation, acquisitions, ERP implementation, digitalisation or the introduction of artificial intelligence.

We have always viewed accounting as more than a means of ensuring accurate and timely tax filings. For us, it is a foundation for greater transparency and better decisions. ZOIA is the next step in that journey.

This approach comes naturally from the way we work. We support our clients over the long term, so we care about how a decision will work one or two years from now, not just on the day a report is submitted.

Conclusion

What businesses describe as unpredictable was often simply unmanaged. The warning signs were visible, but nobody had taken responsibility for them.

Through the ZOIA method, we want to help our clients recognise these signals before they lead to unnecessary costs.

Our accounting experience remains the foundation. ZOIA gives it structure, a shared language and a broader perspective.

Which solution in your company works well within one department but fails to connect with the rest of the organisation?

Learn more about the method: www.zoia-method.com. Contact us: info-team.si