ТРАНСКРИПЦИЯ 🔗
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If your business is already implemented in voicing, your team is filling with corrections and consistent data work about this or uncertainty about whether the process is really working, this podcast is for you.
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I'm done linking and I help businesses look beyond a successful submission to the data, processes, and controls behind e-invoicing.
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Because validation does not always mean everything is correct.
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Today's episode is about the most expensive e-invoice gaped maybe outside your software.
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Imagine this.
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Your finance manager tells you, everything is working, the software is connected.
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Our e-invoices are going through.
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They are being validated.
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As a business owner, that probably sounds reassuring.
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You have spent money upgrading the system.
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Your accounts team has attended training.
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Invoices are being transmitted.
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There are no major system errors appearing on the screen.
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So naturally you may conclude our e-invoice implementation is working.
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But then something happens.
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A customer calls because information on an invoice is not what they expected.
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Finance checked the system.
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The invoice was submitted successfully.
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The system did exactly what it was supposed to do.
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So where did the problem come from?
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Finance starts tracing the transaction backwards and they discover that the problem did not begin in accounting software at all.
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Perhaps sales agreed to a special arrangement but did not communicate it clearly.
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Perhaps customer information came from an old record.
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Perhaps one branch followed a different procedure.
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Perhaps an approval was given through WhatsApp, but nobody updated the person preparing the invoice.
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Or perhaps everyone involved assumed that somebody else had already checked the information.
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That is the issue I want to discuss today.
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Because one of the most important e-invoice implementation gaps may be sitting outside your software.
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Software can process the information your organization gives it, but software does not necessarily know whether your organization has misunderstood the transaction before the information reaches the system.
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And this distinction matters.
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There are really two questions.
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The first question is, can your system submit an e-invoice?
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The second question is, does the business process producing that e-invoice consistently produce the right information?
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Those are not the same question.
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A business can answer yes to the first question and still have problems with the second.
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Think about an iceberg.
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What you see on your screen is the part above the water.
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You see the invoice, you see the required fields, you see whether it has been submitted, you see whether it has been validated, and you see obvious system errors.
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But underneath the invoice is a much bigger process.
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Who agreed the commercial terms?
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What triggered the invoice?
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Where did the customer information come from?
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Who decided how the transaction should be treated?
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Who approved it?
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How did the information move from sales to operations and then the finance?
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What supporting documents were retained?
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And what happens when transactions is unusual?
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That is the part management may not see.
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The invoice is only the final visible output.
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The process that created it is much larger.
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Let me give you a composite example.
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Imagine an SME that sells equipment and also provides installation and maintenance services.
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The company upgrades its accounting software for e-invoicing.
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Finance attended the system training.
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Test invoices are submitted successfully.
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Standard equipment sales work quite well.
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Management therefore believed implementation is largely complete.
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But then somebody looks beyond the standard sales invoice and suddenly the picture becomes more complicated.
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Sales representatives sometimes collect deposits before orders are finalized.
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Installation teams confirm completion through messaging applications.
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Maintenance contracts are built according to different schedules.
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Branches submit billing information through spreadsheets.
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Managers approve special discounts through email.
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Refunds are handled outside the normal sales
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process.
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And credit notes request do not always follow the same approval route.
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Now ask yourself, which one of those activities is the accounting software supposed to fix?
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It cannot.
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And fourth, what do employees actually do every day?
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If those four questions are different, there may be a gap.
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For example, management may say, of course customer information is verified before invoicing.
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That sounds good.
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Then you look at the procedure.
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The procedure says sales is responsible for checking the information.
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Then you speak to sales.
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Sales says, no, finance normally checks that.
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Then you speak to finance.
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Finance says, we normally use whatever information is already in the system.
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If something is missing, we search through all emails.
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Now you have discovered something important.
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You don't necessarily have a software problem.
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You have an ownership problem.
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Nobody is completely clear about who is responsible for verifying the information before it reaches the invoice.
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And that distinction is important because different problems require different solutions.
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If the problem is ownership, buying another piece of software may not solve it.
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If the problem is system integration, writing another SOP may not solve it.
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If the problem is staff knowledge, changing the workflow alone may not solve it.
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And if the problem requires text or professional interpretation, simply telling employees to follow the procedure may not solve it either.
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The solution has to match the gap.
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Now, if you are listening as a business owner or finance person, there are a few warning signs I would pay attention to.
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Does finance regularly have to correct information received from other departments?
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Do unusual transactions always have to go to one experienced employee because nobody else knows what to do?
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Do different branches follow slightly different procedures?
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Does billing sometimes stop while people search through emails or WhatsApp messages for supporting information?
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Are spreadsheets sitting between your operational system and your accounting records?
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When an e-invoice has to be corrected, does your team simply fix that one invoice and moved on?
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Or does someone ask, why did this happen?
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And is the same thing happening elsewhere?
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That last question is particularly important because correcting an individual error solves today's problem.
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Understanding why the error occurred may prevent tomorrow's.
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And this is why the most expensive implementation gap may not be the one that immediately causes a rejection.
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A rejected transaction gets attention.
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Something stops.
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Someone investigates it.
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A hidden operational gap can be more difficult because everything continues.
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Invoice continue to be issued, the system continue to work, people continue using their usual workarounds, and nobody realizes that the same weaknesses is repeating in the background.
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The cost may show up gradually, more corrections, more staff time, delayed billing, delayed collection, customers dispute, different treatment of similar transactions, difficulty explaining what happened six months later, or disruption when the one employee who understand the workaround is on leave.
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This is an important point here.
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The total cost of an implementation weaknesses is not confined to regulatory exposure.
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It can also involve reworked, interrupted cash flow, management time, and customer confidence.
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So here is today's clarities check.
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Choose one transaction in your business, not necessarily your easiest transaction.
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Choose one that involves several people or department, perhaps a deposit, a refund, a credit note, a special discount, a cross-border transaction, a transaction come through a branch, or something your team regularly describe as this one is a little different.
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Then follow the transaction from beginning to end.
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Ask four questions.
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What does a management think should happen?
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What does the documente procedure say should happen?
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What do the employees involved actually do?
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And what do the applicable requirements expect?
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Then look at the differences.
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You may discover your biggest e-inverse issue has very little to do with whether your software can transmit the document.
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It may be sitting three steps earlier in the process.
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And this is why my 3C framework deliberately begins with clarifying, then consistent, and finally controlled.
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The sequence matters.
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Because if you standardize before you understand the gaps, you may simply standardize the wrong process.
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And if you automate before you clarify the assumption behind the process, you may simply allow those assumptions to move faster.
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So the principle I want you to remember from this episode is do not automate an assumption, do not standardize an unidentified gap.
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Create clarity first.
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If today's discussion sounds familiar, perhaps your software is working, but your team is still correcting transactions, chasing information or handling exception differently, then the next question is not necessarily do we need better software?
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The better questions may be where is the gap actually coming from?
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That is exactly the kind of issue I work on through my e-invoice implementation coaching, helping businesses examine the process, people, data, and responsibility sitting behind the technology.
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Before you go, here is your clarity question.
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Is e-invoicing genuinely under control in your business?
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Or is your team simply fixing the problems as they appear?
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If you are not sure, start with my complimentary business clarity channel.
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You will find the link in the episode description.