STRATEGIC ACCOUNTING DESIGN IN THE CORPORATE ARCHITECTURE DEVELOPMENT MANAGEMENT

Abstract

In the contemporary digital economy, there is a heightened need for deeper integration of accounting practices with corporate strategy. Strategic accounting provides critically important information that assists management in making decisions aimed at long-term development. However, it is the role of corporate architecture, as a pivotal player in coordinating and aligning technological and business processes, that necessitates the consolidation of all types of information. This article aims to develop the theoretical and methodological foundations for organizing strategic accounting as an element of architectural modeling and to enhance the functionality of the accounting process as a component of corporate architecture development. The hypothesis of this study posits the need for the regulation of continuous improvement processes in accounting within projects aimed at developing or revising components of the corporate architecture. The methodological framework of functional modeling IDEF0 was employed, which allowed for the representation of corporate architecture parameters and the outcomes of architectural decisions as benchmarks for the organization of strategic accounting. The developed model transforms the generalized representation of TOGAF and BIZBOK standard elements into architectural decisions. These decisions serve as benchmarks and define the parameters for organizing strategic accounting. Importantly, strategic accounting is not a rigid process, but one that is incorporated into cycles of continuous improvement. It responds to revisions of decisions concerning elements of corporate architecture, ensuring its adaptability and consistent evolution with the dynamic changes within the corporate architecture. The practical implementation of strategic accounting is realized through the guidelines of the Balanced Scorecard (BSC) concept, the benchmarks of which are also reviewed synchronously in the cycles of the accounting process. In this case, the BSC is not just a theoretical concept, but a practical working product of the organizational process. It is presented to the rest of the model’s blocks as one of the top-down regulatory arrows, ensuring its effectiveness in guiding our strategic decisions.