Even the most forward-thinking staff or operational leaders can run into friction when trying to introduce new technology. Sometimes the challenge is financial. Sometimes it’s fear of disruption. But more often, it’s a cultural issue – long-standing habits, unclear ownership of change, or leadership that’s too busy to prioritize innovation.
The reality? The firm’s appetite for change doesn’t always match its appetite for improvement. And that can leave the people doing the work – the ones closest to the problems – feeling stuck.
But it doesn’t have to stay that way.
You don’t need to be the top decision-maker to be a change leader
Whether you’re a manager, operational leader, or rising star in your firm, you can drive meaningful change if you approach it the right way. At Aiwyn, we work with hundreds of accounting firms across the country, and the pattern is clear: the firms that succeed aren’t necessarily the ones with bold leadership. They’re the ones where operational teams know how to champion change with clarity and confidence.
Here’s how they do it:
1. Start small and with urgency.
When it comes to implementing new accounting technology, firmwide transformation isn’t always the best first move. In fact, trying to tackle too much too soon can lead to stalled momentum, mixed signals, and resistance from decision-makers. The better approach? Start small. But start now.
Begin by identifying one narrow process with high visibility and obvious pain. For example:
- Manual invoice follow-ups that drain staff time
- Rekeying client data across disconnected systems
- Delays in engagement letter approvals that hold up work
These types of bottlenecks are easy to spot, widely felt, and typically have clear metrics attached, which make them ideal proving grounds for change.
The goal is to show how small tech wins today can unlock capacity, build trust, and clear the path for broader transformation tomorrow. Firms that treat pilot projects like case studies are more likely to earn executive support later. A single success story often does more to influence a room than a 30-slide pitch deck.
2. Frame technology as risk management, not just innovation.
Many shareholder objections come down to perceived risk. What if it breaks something? What if it doesn’t work? What if clients complain?
These are fair questions, but they’re often framed through the wrong lens where innovation is seen as chasing the new tool. Reframe the conversation to focus on creating a safer, more consistent experience for your clients and your team.
Legacy tools and fragmented workflows create risk: lost emails, billing errors, missed tasks, siloed data, and inconsistent client experiences. The cost of inaction is often greater than the risk of change. Modern platforms mitigate these issues by centralizing data, reducing manual touchpoints, and creating audit trails that protect the firm.
At Unlock 2025, attendees cited partner change as one of the biggest uphill battles they face. Even when staff are ready to adopt new tools, internal pushback can slow down or stall transformation. That’s why the ability to make a business case around risk reduction is more important than ever.</endblockquote>
By leading with a risk-first framing rather than a bells-and-whistles pitch, you can shift the tone of the conversation from “why change?” to “can we afford not to?”
3. Build a business case and internal allies.
Even when the need for change is clear, it’s rarely championed by just one person. Success depends on building a coalition – people across departments who feel the pain of the current process and see value in a new approach.
Start by identifying internal stakeholders who are closest to the friction. Maybe your billing team is juggling dozens of past-due invoices without automation. Client service might be managing status updates in spreadsheets instead of a shared dashboard. Meanwhile, operations is trying to piece together disconnected systems, and IT is stretched thin maintaining tools that no longer scale. These colleagues can act as sounding boards, as well as essential voices who can help frame the opportunity.
Build your case with both logic and alignment. The goal is to move from “my idea” to “our solution.”
- Show the business value: Quantify the problem (lost hours, delayed payments, frustrated clients) and demonstrate how tech can help.
- Connect to firm strategy: Does your firm want to grow advisory? Improve client experience? Speed up cash flow? Make that link.
- Leverage real examples: Share success stories from peer firms. When others in the profession have done it, it feels safer to follow.
- Find lateral support first: Advocates in operations, IT, and service lines can turn a single pitch into firmwide momentum.
Don’t just pitch up. Pitch across. Lateral buy-in builds credibility and creates the internal pressure and advocacy that creates momentum and partner attention.
4. Involve leadership with concrete asks
Senior leaders don’t need another vague “we should modernize” conversation. They need clarity on what you’re proposing, how it will be implemented, and what it will cost or save. The more focused and actionable your pitch, the easier it is for leadership to get behind it.
Break it down using a decision-maker’s lens:
- What: Propose a specific solution e.g., AR automation, a centralized client portal, or automated engagement letters. Avoid generalities.
- Why: Link it to a real, measurable pain point e.g., cash delays from chasing late invoices, or staff burnout from redundant data entry.
- Who: Specify the teams or roles affected, and how it will relieve current bottlenecks.
- How: Outline the implementation steps, expected timeline, and key milestones.
- Ask: Be explicit. Do you need time from IT, a pilot budget, a decision deadline, or executive sponsorship? Clarity drives momentum.
The strongest internal proposals pair business logic with human impact. In addition to sharing how the tech will save hours, highlight what that saved time enables. More strategic client conversations. Less turnover. A better reputation. These are the outcomes that resonate across the partner group.
5. Highlight firm momentum
Nothing motivates hesitant leadership like seeing what other successful firms are doing. Case studies, alliance partner trends, and peer firm examples can provide that extra push to turn a maybe into a yes. Whether it’s a $50M regional firm reducing DSO or a Top 100 firm scaling digital payments, stories from peers speak volumes.
You don’t have to name names to make an impact. Even referencing “another firm in our alliance network” or “a peer firm in our region” can signal that the shift you’re proposing is already underway.
Connection is one of our core values at Aiwyn. We believe that firms are stronger together and that includes learning from one another.
That’s why our Aiwyn Insiders program connects forward-thinking firms who want to share feedback, test ideas, and hear directly from their peers. It’s a space where inspiration and momentum go hand in hand, helping firms advocate for change with real-world proof points in their pocket.</endblockquote>
Change is a team sport
Shifting how a firm works, especially when leadership is cautious, takes more than just a smart idea. It takes influence, trust, and a focus on solving real problems. The best ideas often stall if no one steps up to move them forward. Whether it’s automating manual tasks, streamlining client communication, or fixing broken handoffs between systems, your perspective matters. So does your persistence.
The firms poised to lead over the next five years won’t be defined by what they implement, but by who drives that change. And it won’t come from one partner or one department. It’ll come from people at every level who know how to champion better ways of working, build consensus, and rally support around shared goals.
To learn more about Aiwyn’s approach to change management, and how we partner with firms to ensure that technology and people move forward together, schedule a personalized demo today.
