Many small and midsize CPA firms are pursuing tech modernization to stay competitive, improve efficiency and better serve clients. From workflow automation tools and cloud-based platforms to AI-assisted analysis, these organizations are making bold moves toward broader digital transformation.
But selecting new tools isn’t their greatest challenge. It’s helping teams adapt to new ways of working, learning and collaborating. Effective leadership makes all the difference here, from putting the right support structures in place to ensuring new systems become part of how work actually gets done. That’s what turns a technology upgrade from a one-time initiative into a foundation for lasting transformation.
You don’t need to be an IT expert to lead tech modernization at your CPA firm and make the business more future-fit. What matters is how you guide your team members through the process. In accounting, that means helping professionals navigate a rapidly evolving environment where automation, AI and cloud tools are becoming central to everyday work.
How AI and other technologies are changing the accounting profession
The range of tools available to finance teams continues to expand—from secure file-sharing platforms to AI-powered assistants—as organizations look to boost speed, accuracy and their competitive edge.
Tasks that once took hours now take minutes. Data can be pulled, sorted and analyzed with a fraction of the effort. Leading firms are using AI to flag anomalies in real time, generate tax planning ideas or draft client summaries. Natural language processing can sift through long email threads and highlight what matters. In the right context, these technology upgrades save time and improve the quality of analysis and decision-making.
But these shifts also mean that roles in finance and accounting are fundamentally changing. As routine tasks fade into the background, CPA firm professionals have more opportunities to focus on interpreting data, spotting patterns and delivering strategic insights to clients. Enabling that requires deliberate leadership, targeted training and a firm culture that encourages ongoing learning and experimentation.
Leaders who invest in skill-building—whether through peer coaching, microlearning or “train the trainer” strategies—can give their teams the best chance to not only embrace new tools but also make the most of them. When learning opportunities are woven into change management and enablement efforts, a technology upgrade can more quickly become the firm’s new way of operating.
Still, even the best-planned tech modernization efforts can fall short if firms don’t fully consider how employees experience and adapt to change.
Avoiding common pitfalls in technology adoption
The biggest missteps along a digital transformation journey tend to be practical—and costly. Introducing major changes during busy season, skipping training, underestimating workforce resistance or bolting new tools onto outdated workflows are just a few examples. When teams aren’t given the time or context to adopt new systems, the result is often confusion, frustration or quiet abandonment.
Thoughtful change management, combined with change enablement, can help prevent that outcome. It starts with timing—giving teams the breathing room to engage with something new. It also means clearly explaining the “why” behind the change, creating space for feedback and, ideally, testing tools on a smaller scale before rolling them out firmwide. Just as important, it also requires rethinking how work gets done so that tools are truly integrated, not layered on.
Encouraging adoption, one step at a time
Technology adoption doesn’t happen all at once—it’s often uneven across a workforce. Before a new process can take hold, leaders may need to send reminders, offer quick refreshers, and help their teams connect the dots between what’s changing and why it matters. But with steady encouragement and small adjustments, early setbacks can turn into real progress.
To build momentum without overwhelming your team, try a few low-lift, high-impact actions:
- Start with a pilot. Introduce a new tool with one service line—like using cloud-based document sharing in audit—before rolling it out more broadly.
- Update the basics. Refresh internal checklists, shared templates, or standard procedures to align with the new system and minimize friction in daily workflows.
- Keep learning simple. A five-minute tip in a weekly team meeting or a short demo video can drive greater engagement and knowledge retention than longer, more formal training sessions.
- Designate a go-to. You don’t need an official “tech champion”—just someone who is comfortable with the new tool and willing to answer quick questions and share tips.
- Celebrate early wins. Whether it’s saving 30 minutes on a routine task or earning positive client feedback, highlight the impact of the technology upgrade to keep teams engaged and invested.
These small but meaningful actions can also boost employee satisfaction. When staff feel supported through change, they’re more likely to stay engaged—and stay with the firm.
Can digital transformation truly improve a CPA firm’s performance?
Absolutely—but not because of the tools alone. The firms that get the most value from digital transformation initiatives are the ones that lead with intention. They don’t chase trends. Instead, they focus on aligning new systems with how their people work, learn and deliver value to clients.
The payoff goes beyond efficiency. When technology is implemented thoughtfully—and supported with clear communication, flexible training, and strong change management and enablement—firms can:
- Gain more time for higher-value work, as workflow automation and AI tools take on routine tasks
- Forge stronger client relationships, built on faster insights and smoother collaboration
- Increase team engagement, especially among younger professionals who expect access to modern tools and learning opportunities
Change isn’t always easy—but with the right leadership, it becomes a powerful catalyst for growth. Tech modernization efforts can help prepare your firm—and your people—for whatever comes next. A future-ready workforce is open to learning, adaptable and confident using the latest tools to meet evolving client expectations, rising regulatory demands and emerging business challenges.
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Steve Saah is the executive director of permanent placement at Robert Half, the world’s first and largest specialized financial talent solutions service. The company has more than 300 locations worldwide. He is responsible for leading U.S. operations, based in the Washington, D.C., metropolitan area. He was named executive director in 2017, previously serving as director of permanent placement services.
Saah has been with the company since 1998, where he started as a recruiting manager, following a career as an internal auditor and assistant controller. He is a noted expert, author and presenter on career, management and hiring trends, particularly those affecting the accounting and finance fields. Saah earned a finance degree from Virginia Tech.
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