In a recent project, we supported a client moving from Microsoft Dynamics GP to Dynamics 365 Finance & Operations (D365 F&O).
The aim was straightforward: build a finance solution that supported the business more effectively while staying close to standard D365 F&O functionality.
Behind that objective was a broader challenge. Established processes needed to be reviewed, approval responsibilities clarified and people across the business supported through a significant change in how they worked.
The challenge: modernising finance around the business
The existing finance platform supported familiar ways of working, but the move to D365 F&O created an opportunity to address processes that relied on manual activity and informal approvals.
The new solution needed to support all business areas within a single legal entity. Its structure had to work for day-to-day processing while providing the foundations for consistent reporting and financial control.
Our Finance Business Analyst worked closely with the customer to gather requirements, review existing processes and support the design of the new Chart of Accounts.
This work established how the solution should reflect the business, giving the team a clear foundation for configuration, testing and training.
The solution: keeping the configuration clear and close to standard
A central principle throughout the project was to use standard D365 F&O functionality wherever practical.
This helped limit unnecessary complexity and avoid customisation that would add to the long-term testing and maintenance burden.
The focus was on understanding requirements properly, designing a suitable Chart of Accounts and configuring the platform to support the agreed processes.
Once the design was established, the team progressed through build, testing and quality assurance. Core finance processes were validated alongside workflows and approvals, with checks against real business scenarios.
That mattered because a process can work correctly in isolation and still create difficulties when used across several teams. Testing needed to reflect how the business would operate as a whole.
Introducing stronger purchasing controls
One of the most significant changes was the introduction of a structured purchase order process.
Previously, payments could take place before full authorisation had been completed in the finance system. The new process introduced defined approval routes, workflow and three levels of authority, establishing a clearer sequence from purchase request through to approval and payment.
This gave the business greater visibility of commitments and clearer ownership of purchasing decisions. It also reduced reliance on informal approval arrangements.
The change extended beyond finance. People across the organisation needed to raise purchase orders correctly, follow the appropriate approval route and complete authorisation before payment.
Introducing that structure was as much a change in working practices as it was a system implementation.
Supporting people through the change
Training was delivered to 12 finance users and 75 business owners involved in raising and authorising purchase orders.
Each group needed a different understanding of the solution.
Finance users needed to work confidently with the core D365 F&O processes. Business owners needed to understand their responsibilities within the purchase order workflow, including how approval routes and levels of authority applied in practice.
Tailoring training to those roles helped connect the system’s functionality to the decisions and tasks people would carry out every day.
It also reinforced why the process was changing. Effective adoption depends on people understanding both how to follow a new workflow and the control it provides.
Reducing manual effort through integration
Another important part of the project was improving the flow of information between the existing Dynamics CRM system and finance.
Previous processes relied on manual input, exports and imports. Integrations were introduced to reduce that activity and provide a more reliable flow of data into D365 F&O.
This reduced duplication and the risk of manual error while creating a stronger foundation for reporting.
It also supported more consistent processing across the connected systems, helping finance work with information through a clearer and more controlled process.
What this enables
The project established a finance solution with clearer purchasing responsibilities, structured approvals and less reliance on manual data handling.
Keeping the configuration close to standard D365 F&O functionality also provided a more manageable foundation for ongoing support and future development.
The value came from bringing several elements together: a well-designed Chart of Accounts, agreed processes, appropriate configuration, practical testing, role-specific training and targeted integrations.
For organisations moving from Dynamics GP or another legacy finance platform, the migration offers a valuable opportunity to examine how finance operates.
By designing the system around clear responsibilities and consistent processes, finance transformation can strengthen control, reduce everyday effort and give the business a better foundation for growth.