Navigating the Human Side of Audit Technology Transformation 

In our first post on audit technology adoption, we looked at how top firms set themselves up for success long before a new tool goes live. They mapped workflows, set clear goals and brought the right mix of people into early conversations. Cross-functional pilot teams tested ideas, skeptics challenged assumptions and everyone understood why the change mattered. Those early steps built alignment and buy-in that carried into the next stage. 

With that groundwork in place, the focus now turns to the people, including how they communicate, build confidence with new tools and adapt at a pace that makes change sustainable. 

Many rollouts fail not because the software is flawed but because people resist the change or the team loses alignment. Once a plan moves from design to daily use, the challenge shifts from choosing features to helping people adjust the way they work. This is where communication, skill-building and thoughtful pacing make a difference. In this article, we look at how firms maintain that momentum by keeping teams engaged, confident and ready to adapt. 

Communicate consistently: Your change management lifeline 

Planning sets the course, but consistent communication keeps everyone on it. Firms that succeed at audit technology adoption go beyond launch-day announcements, using varied channels and reinforcing core messages so they are understood and remembered across the organization. 

Baker Tilly found that success in communication had less to do with how often they sent messages and more to do with making each one count. They realized early that many staff would miss an email or skip an internal webinar. To reach more people, they combined short written updates with interactive demos and in-person conversations led by leadership, keeping teams connected to the project’s goals. 

Other firms have seen similar issues, including GRF CPAs & Advisors. Directives alone left some staff disengaged. When the firm explained not just what was changing but how it would make work smoother and client service stronger, participation improved. This mirrors an earlier point from the planning phase. Change takes hold faster when people understand its personal and professional value. 

Variety and timing also make a difference. Recorded walkthroughs give staff the flexibility to learn at their convenience, while brief reminders before key deadlines help keep priorities clear. In firms with multiple offices, sending updates to match each location’s workday increases the chances they will be read. That attention to timing helps the right messages reach the right people. 

Clear, repeated communication answers questions and lays the groundwork for the next step. It also equips people with the skills to act on what they have learned. 

Equip your staff for success: Building confidence through competence 

If communication tells people where you are going, training shows them how to get there. This was a recurring theme during the planning phase. Firms that involved staff early were better positioned to roll out relevant, high-impact training once the tools arrived. 

Baker Tilly’s “train-the-trainer” approach turned selected staff into trusted guides for their peers. This provided learners a safe space to ask questions and hear tips in the context of their own workflows. Staff champions also became ongoing resources, reinforcing adoption well past the initial rollout. 

Support didn’t stop with scheduled training. Weekly office hours gave staff a predictable place to receive help when they needed it. Peer mentoring paired early adopters with teammates who were still finding their footing. Cross-functional working groups brought different perspectives, which helped design processes that worked in practice and avoided bottlenecks later on. 

These support systems created an environment where staff felt prepared and heard. Building on that momentum, Wright Vigar’s phased rollout gave teams time to adapt without overwhelming them. Buzzacott’s decision to involve representatives from every department reflected an earlier best practice. They included diverse voices in the process from the start, so the final workflows worked across the firm. 

The best audit transformation strategies treat training as an ongoing investment. Firms that continue building skills after rollout, whether through refreshers or training adapted for regional teams, keep adoption strong and prevent it from fading over time. 

Ongoing reinforcement helps people see progress and stay connected to the goals they started with. When they know exactly where to go for answers and have the time to get comfortable using the tools, they can handle shifting timelines and priorities with far more confidence. 

Exercise patience: Managing expectations in real time  

Even with strong preparation, project timelines rarely unfold exactly as planned. The ability to adjust without losing momentum is as much a human skill as it is a management one. We’ve seen how careful planning reduces surprises. Here, the focus is on how to respond when change still takes unexpected turns. 

Baker Tilly emphasizes building flexibility into the schedule from the outset. Presenting delays as opportunities to improve processes, instead of viewing them as setbacks, helps keep teams motivated and avoids the pressure to rush adoption.  

GRF’s Tricia Katebini compared forcing old workflows onto new tools to trying to fit a square peg into a round hole. Instead of replicating the past, they redesigned processes to match the strengths of a cloud-based system. This mindset, also visible in the pilot group work, turns change into a chance to improve rather than replace existing methods. 

Patience here does not mean slowing progress. It means pacing change so staff have time to consolidate what they have learned. Some firms build in “reflection weeks” with no new features, letting teams focus on applying existing skills. Others hold “lessons learned” sessions where teams share real experiences, turning individual insights into knowledge the whole firm can use. 

Steady communication builds trust and strong training builds confidence, allowing these adjustments to work more effectively. Without that foundation, flexibility can be misread as a lack of direction. With them, patience becomes a deliberate strategy for sustainable adoption. 

Conclusion 

Technology initiatives are shaped as much by people as by platforms. For audit technology adoption to succeed, the groundwork laid during planning needs to be backed by clear communication and a learning process that gives teams the time and support to adapt. 

Each phase reinforces the others. Communication keeps people connected to the vision. Training turns that vision into practical skills. Patience ensures those skills are applied effectively over time. Together, they build on the earlier preparation we discussed and set the stage for what comes next, using the new tools to improve efficiency and strengthen collaboration in ways that elevate audit quality. 

In our next post, we’ll look at how to build on this foundation by using automation and vendor partnerships to accelerate success. For more audit technology adoption best practices, download the full whitepaper or contact Caseware to see how our solutions can help your firm move from planning to lasting results.