For businesses considering new ways to
“go green”— and today many organizations are looking for ways to reduce
their footprint for ecological and economic
reasons — one of the main culprits organizations identify during a waste audit is plain-and-simple paper.
Consider how much paper we use daily,
how many file cabinets are jammed with
invoices, purchase orders, financial records,
internal communications and more. The
paper amassed while conducting business is
daunting. Even more overwhelming is spear-heading an effort to go paperless. But the
process doesn’t have to be that way.
“Business owners that create a road map to
go paperless and break their strategy down
into manageable phases can accomplish
their goals for going green,” says Sassan
Hejazi, director of technology solutions at
Kreischer Miller.
Hejazi talked to Smart Business about how
to launch a paperless strategy and why this
green effort is good for the bottom line.
What issues should businesses consider as
they develop a paperless strategy?
Many elements come into play when an
organization embarks on a paperless plan.
First, there are decisions regarding what elements of the business will go paperless —
and what areas can go paperless in light of
regulatory requirements, such as IRS and
HIPAA, for record access and retention.
There is also investment in software and
equipment required to accomplish the
process, though the greatest investment is
time. Managers must start the project by
learning about various paper-intensive
processes through asking who, what, when,
where, why and how. Who else does the
organization interact with to conduct business, and how will the paperless effort affect
other entities, such as suppliers or vendors?
What aspects of the business should be
addressed for converting paper to electronic
files? When will paperless efforts ‘kick off’?
Where can the greatest efficiency and return
on investment be realized? Why go paperless
— what are the goals? How much paper will
be converted to electronic files? How will the
company integrate and implement an information access and retrieval process involving electronic and paper documents?
Answers to these questions are key in structuring the paperless road map and developing buy-in from employees who will help
with the effort.
How can a paperless effort be effectively
orchestrated?
Many companies find it valuable to enlist an
adviser to manage the paperless process.
First, bringing a professional on board is one
way of committing to the strategy and getting
the ball rolling. Companies can get stuck in
the midst of the process because other business priorities derail paperless efforts. An
adviser with experience in going paperless
can recommend software and equipment to
make the job easier and help engineer a
paperless process that makes sense for the
business. Going paperless is a collaborative
effort that requires buy-in and support from
everyone in the organization. It helps to have
a third party leading the effort who has not
been ‘living’ in the paperwork for years.
Someone from the outside has an objective
view of the waste stream and may come to
the table with a different perspective to give
the project momentum.
What is generally the first phase businesses
tackle in their efforts to go paperless?
Once a company designs a road map of target conversion areas of the business, the best
approach is to isolate one goal — one part of
the organization to transfer that is manageable and will yield high success. For instance,
if a company has been sending paper invoices to customers, converting this portion of
the business to electronic invoicing will
speed up the accounts receivable process,
which will affect cash flow. Take baby steps
and measure the results of each paperless
effort. Celebrate these successes and share
with employees how their contributions are
helping the business at-large. Treat the paperless process like a checklist, starting with
goals that can be accomplished in reasonable
time. Build a high level of excitement in the
organization that will set the stage for other
phases of the project.
What are some key areas that realize efficiency once a paperless program is implemented?
Consider business transactions currently
managed ‘on paper’ and how they affect efficiency, profitability and, ultimately, the bottom line. Go paperless in areas of the business that will help you:
- speed up cash
flow; - reduce the number of hands touching a document;
- aid in employees’ access
to critical information; - improve inventory
accuracy and efficiency; and - ease vendor,
customer and internal communications.
Ultimately, going paperless can change the
way an organization makes long-term business decisions. Information is easily shared
electronically in support of a more collaborative and proactive decision-making process.
A paperless organization improves efficiency, visibility of key performance information and can even jump-start lagging cash
flow by shaving days or weeks off of the
billing cycle. In this economy, the flexibility
to invoice, receive payments and communicate information with customers with the
click of a button is critical.
SASSAN HEJAZI is director of technology solutions at Kreischer Miller, Horsham, Pa. and faculty of management systems at Arcadia
University. Reach him at (215) 441-4600 or [email protected].
