What drives process improvement initiatives in your firm? While many firms kick-off process improvement initiatives to create efficiencies and improve the client and employee experience, technology is often a driver of change.
Your IT team plays a crucial role in implementing and managing new technologies but isn’t necessarily the catalyst for process innovation. Instead, it is the technology itself that forces firms to reevaluate and redesign processes. Every time a significant technological advancement occurs—whether through Microsoft’s Copilot, artificial intelligence, automation or cloud-based applications—you must reassess your existing workflows to ensure they’re still efficient and effective.
The technology and process connection
Technology and process are inextricably linked. Problems arise when you introduce new technology and focus on the implementation phase without considering the broader impact on processes.
For example, say you adopt a new solution to collecting client tax documents but fail to realign your processes to support the new technology. This inevitably leads to inefficiencies, redundant steps and resistance from staff who see technology as an added layer of complexity rather than efficiency.
Instead, you need to take a proactive approach by aligning your process redesign efforts with the technology. This means assessing how the new tool fits into existing processes, identifying areas for improvement and training employees on the new technology and workflows.
IT’s role in driving adoption—not just implementation
One common challenge in firms is new technology or process changes that fail to gain widespread adoption. We sometimes hear from firm leaders who rolled out a new solution, but it only worked for a fraction of their employees or didn’t stick. Often, this happens because IT led the technology implementation but didn’t lead the accompanying process change.
IT teams must go beyond system deployment and actively engage in process refinement. Their role should include:
Facilitating cross-functional collaboration. IT should work closely with firm leadership, department heads and end-users to understand how technology can enhance existing processes.
Providing training and ongoing support. Employees need structured onboarding and continuous reinforcement to integrate new technology effectively into their workflows.
Ensuring process alignment with innovation. IT teams should not just roll out new software. They should also help people reimagine their processes to leverage technology’s full potential.
Simply enabling new software doesn’t guarantee efficiency gains. You have to:
Conduct a technology review. Every time there is a major technology update, you must assess how it impacts your existing workflows. IT and firm leadership should work together to identify potential process improvements.
Engage stakeholders in process change. Change leadership is critical. Before implementing new technology, gather input from employees at all levels to ensure the new process is practical and well-received.
Measure and adjust. Establish key performance indicators (KPIs) to track how technology influences processes. If adoption is low or inefficiencies persist, make adjustments rather than scrapping the initiative.
Integrate IT into strategic planning. Instead of treating IT as a service department, involve your IT team in strategic planning discussions to align technology investments with the firm’s goals.
Without thoughtful process redesign, technology’s potential remains underutilized. Embrace an iterative approach where each technology innovation serves as a trigger for reassessing and improving workflows.
Your IT team isn’t just an implementer—they should take an active role in influencing process improvements, driving adoption and ensuring that technology leads to meaningful operational gains.
By embedding process redesign into technology adoption, you can move beyond simply keeping up with innovation and instead leverage it to drive long-term growth and efficiency.
Could your firm benefit from getting firm management and IT leaders in alignment?
The Boomer Technology Circles are a peer group of firm and technology leaders in the accounting profession who benefit from aligning IT and firm strategy and building valuable long-term relationships with solution providers and peers. Apply now to start building confidence in your firm’s technology decisions.
Amanda Wilkie, Consultant at Boomer Consulting, Inc., has a computer science background, but she’s not your average geek. With two decades of technology experience, Amanda has spent 13 years driving change and process improvement through innovative technology solutions working across firms of varying sizes in the public accounting profession. She has held strategic leadership positions in firms ranging from Top 50 to Top 10 including her most recent role as CIO of a Top 30 firm. Amanda is a recognized expert in the profession who regularly speaks and writes on blockchain and cryptocurrency and their impact on the profession.
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