Technology plays a vital role in an accounting firm, impacting everything from client service to talent attraction and retention. You recognize this, which is why your firm allocates a significant portion of its budget to IT—specifically implementing new tech solutions.
However, like most firms, you’ve probably invested in a new solution only to discover that just a fraction of your team is using it, and you’re not getting the return on investment (ROI) you expected.
Before assuming the tech isn’t the right fit, consider whether you addressed a critical aspect of any technology implementation: handing off operational ownership.
The implementation-ownership disconnect
In many firms, there’s a lack of clarity regarding who takes ownership of technology once it is implemented. The IT department handles the installation and initial setup, ensuring the software is functional. However, once the solution is up and running, there isn’t a clear transfer of responsibility to the appropriate operational team.
For example, your IT team ensures your tax software is installed correctly and operational. However, the tax department is expected to train employees, update processes to align with the new technology and handle day-to-day management. Is the tax team aware of this responsibility? Who is ultimately accountable for it? When does the handoff officially take place? Without a defined handoff, issues like training, updates and continuous improvement can fall through the cracks.
Take another example: IT implements a new accounts receivable automation solution. The IT team implements the system, but nobody in the finance department is responsible for training team members or incorporating the new software into its day-to-day processes.
Six months post-implementation, only 10% of client invoices are running through the new system, and some staff members are still manually verifying each invoice because they don’t have confidence in the technology. The core issue? Uncertainty about operational ownership.
The IT and finance teams were unclear on who should manage the system post-implementation, leading to underutilization and inefficiency.
The impact of undefined operational ownership
Failing to clearly define operational ownership affects several aspects of the firm’s performance.
Project management. While projects may be completed successfully in terms of technical implementation, a lack of defined operational ownership hinders the project's overall success. Your firm doesn’t realize the technology's potential or maximize its benefits.
Process management. Without a designated owner, continuous process improvement is a challenge. No one is specifically tasked with monitoring the system for potential enhancements or ensuring it aligns with evolving client and firm needs.
Change management. Effective change management requires operational owners who understand their roles and responsibilities. Without this, team members may resist change or fail to fully embrace new technologies.
Defining operational ownership
The following steps can help bridge the gap between technology implementation and operational ownership.
Step 1: Define roles and responsibilities
Clearly outline who will take ownership of the technology once IT implements it. This responsibility includes day-to-day operations and ongoing maintenance, training and process improvement.
Step 2: Develop a process for handoffs
Create a detailed handoff process that addresses the transition of responsibilities from the IT department to the relevant operational team. This should include documentation, training and support structures.
Step 3: Foster collaboration
Encourage collaboration between IT and operational teams from the outset of the project. Involve end-users in the planning and implementation phases to ensure they’re prepared to take ownership once IT deploys the technology.
Step 4: Monitor and adjust
Implement regular reviews to monitor how people use the technology and identify any areas for improvement. This continuous feedback loop helps ensure that the technology meets its intended goals and provides value to the firm.
By clearly defining operational ownership and establishing a process for handoffs, you can drive project success, support continuous improvement, and unlock the full potential of your technological investments.
Could you benefit from structure and accountability as you strive to push your firm forward?
The Boomer Process Circle is a peer group of top Process and Lean Six Sigma leaders in the accounting profession who share tools and resources for pushing change within their firms. Apply now to tap into the experience and expertise you need to lead the charge for continuous improvement.
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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