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Automation, entwined with advanced data analytics, is recasting the finance function from ledger-centric record-keeping into a reflexive, prognostic command centre. Synthesising 125 empirical and conceptual studies, this chapter interrogates the technological-organisational dialectic that determines whether algorithmic routines translate into tangible financial gains. Evidence indicates that robotic process automation compresses cycle times and purges clerical error, whilst predictive analytics renders cash-flow aberrations visible at incipient stages, collectively fortifying accuracy, transparency and strategic agility. Yet these dividends crystallise only when superintended by visionary leadership, meticulous data governance and a culture that valorises interpretative acumen over deterministic fetishism. Legacy architectures, skill asymmetries and siloed mindsets otherwise transmute digital initiatives into brittle, self-defeating artefacts. By mapping the interplay between capability, culture and control, the study offers a hermeneutic lens through which executives, transformation architects and policymakers may orchestrate sustainable, analytics-infused finance ecosystems. Scholars may likewise exploit its agenda to illuminate future interdisciplinary inquiries.

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Leveraging Automation and Data Analytics for Enhanced Financial Performance

  • 会议论文

  • 出版模式：

    开放获取

  • 发表日期：

    2026年

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  • Chara Pappa,
  • Odysseas Pavlatos,
  • Nicos Sykianakis,
  • Androniki Kavoura

摘要

Automation, entwined with advanced data analytics, is recasting the finance function from ledger-centric record-keeping into a reflexive, prognostic command centre. Synthesising 125 empirical and conceptual studies, this chapter interrogates the technological-organisational dialectic that determines whether algorithmic routines translate into tangible financial gains. Evidence indicates that robotic process automation compresses cycle times and purges clerical error, whilst predictive analytics renders cash-flow aberrations visible at incipient stages, collectively fortifying accuracy, transparency and strategic agility. Yet these dividends crystallise only when superintended by visionary leadership, meticulous data governance and a culture that valorises interpretative acumen over deterministic fetishism. Legacy architectures, skill asymmetries and siloed mindsets otherwise transmute digital initiatives into brittle, self-defeating artefacts. By mapping the interplay between capability, culture and control, the study offers a hermeneutic lens through which executives, transformation architects and policymakers may orchestrate sustainable, analytics-infused finance ecosystems. Scholars may likewise exploit its agenda to illuminate future interdisciplinary inquiries.