In the age of globalization and information, when the executives of small and medium-sized businesses (SMB) have to process a huge amount of data with limited time resources, it becomes necessary to use the elements of automatization which would significantly increase the competitiveness of SMBs with the help of newly-created computer programs or the already existing/modified ones and the subsequent computerized processing of data. The automatization of such processes contributes to their integration and is one of the main methods of intensification for businesses. Taking the decision to introduce the software into separate units of SMBs, the executive’s objective is to reconcile the goals of automatization with the development strategy of SMBs. The above-mentioned innovation should not become its own final goal. On the other hand, though, during the periods of stagnation, for instance, it is equally necessary to carry out a detailed analysis on the appropriateness of automatization processes. There is a certain degree of risk in every decision taken by the executive or the employee at SMB. Risk management has only recently been identified as a separate process for businesses, comprising several stages: analysis of internal situation, risk identification, risk evaluation and methods of dealing with them, the management of information flow (documentation), as well as the control of all the above-mentioned stages. Taking the decision to automatize SMB’s risk management systems, it is necessary to use the same quantitative and qualitative criteria. Automatizing the specified process, the executive (risk manager) has to organize the training of the personnel which are to work with the new system (risk owners). The results of the analysis done by the authors have identified the main stages in risk management process, which it is now possible to automatize. A new operation structure of automatized risk management process has subsequently been created. The conclusion of the analysis on the possibilities of modern computer programs has shown that the effective integration of the risk management process into the accountant’s program is possible, provided there is a recurrent upgrading of data and its actualization.