A People-First Playbook: Real Examples of How Accounting Firms Are Driving Buy-In for New Audit Technology 

Change can feel daunting in fast-paced, client-facing environments when teams are focused on meeting deadlines and maintaining high-quality service. But it also presents a powerful opportunity. When firms bring their people along thoughtfully, technology adoption becomes more manageable. 

Getting buy-in isn’t about pushing change from the top down. It’s about building shared commitment. The most successful firms foster engagement by listening closely, addressing concerns proactively and showcasing real wins early. 

The strategies below, drawn from firms who have guided their teams through meaningful change, show how to make new tools a source of confidence, not disruption. 

Understand the roots of resistance 

Time pressures are a real factor in accounting. “Time is our most valuable asset — that’s where resistance starts,” explained Ariel Bourbonnie, audit senior manager at Bellevue, WA-based Clark Nuber. Staff worry about billable hours, training burdens and potential productivity dips during busy season. 

Established workflows also bring confidence. Many senior professionals have honed their methods over years and their mastery gives them a sense of control. Change can feel like stepping into the unknown, not because people are unwilling, but because they take pride in getting things right. 

Recognizing these concerns is a starting point. When leaders approach resistance with understanding, they gain the insight needed to drive lasting, firm-wide engagement. 

Acknowledge concerns 

One of the most effective ways to build trust is to take concerns seriously and translate them into action. When teams raise questions about time, complexity, or disruption, they’re advocating for both their productivity and your clients’ experience. 

Start by being transparent. New systems require an investment of time and focus, especially up front. Ignoring that reality can erode credibility. 

When implementing a new risk assessment methodology, the team at Clark Nuber acknowledged the challenge: “When you’re planning these jobs, you will likely take a realization hit,” Bourbonnie said. “So build that into your plan.” 

This kind of honest communication builds credibility. As Bourbonnie explained: “We wanted to make it known that we heard our team’s concerns about time and it is a legitimate concern. We’re not trying to pretend it won’t take time — we recognize that it will.” 

Make concerns actionable: 

• Build timelines that reflect learning curves. 

• Add efficiency buffers during rollout. 

• Provide dedicated support so no one is left to figure things out alone. 

• Document common questions and solutions for future adopters. 

When people see that their feedback leads to thoughtful planning, they become part of the solution. 

Involve the right influencers early 

Strategic stakeholder engagement from the beginning makes all the difference. Jeanne Barrett, shareholder with Pittsburgh, PA-based Schneider Downs, explained how her firm built a robust communication plan that included all levels of leadership across departments, carefully considering what information each group needed. 

The most critical decision was purposely involving certain senior leaders early, both in the decision-making process and on the proof-of-concept (POC) team. Rather than selecting technology in isolation, they brought influential stakeholders into the evaluation process, where they could experience the benefits firsthand. 

This approach paid off remarkably well. The senior leader they selected for the POC team became one of the technology’s biggest champions because the pilot involved his actual client engagements, and he could see how the new tools energized his teams. 

When influential stakeholders experience the benefits through their own work rather than out-of-context demonstrations, their endorsement carries significant weight and creates advocates who can address their peers’ concerns more effectively than any external consultant. 

Leverage younger staff and champions 

Younger team members often embrace change more readily than their senior colleagues. Put them in visible roles during implementation to maintain positive energy around your new tools. 

Encourage enthusiastic adopters to showcase their wins and shortcuts to your senior staff. When junior team members demonstrate how new technology saves them time or improves the quality of their work, it carries different weight than hearing the same message from management. 

Create an internal fear of missing out (FOMO) among laggards by throttling access during rollout. As Jeremy Beltgens, partner, assurance innovation with Calgary, AB-based firm MNP LLP explained: “We’ve throttled our deployments on technologies at times to create that FOMO. I do think that makes people want to access these things more often.” 

This strategy works because exclusivity creates desire. When people see others getting value from new tools while they’re stuck with the old processes, they start asking for access rather than resisting the change. 

Pair technology adopters with skeptics in mentoring relationships that work both ways. Let enthusiastic junior staff help train hesitant seniors while experienced professionals provide business context for technical features. 

Support momentum—don’t get stuck on detractors 

In any change initiative, not everyone will be an early adopter and that’s okay. Instead of trying to convince every skeptic right away, focus your energy on the team members who are ready to lead the way. 

“Sometimes you just have to wait them out,” noted Beltgens. Rather than spending disproportionate time on vocal detractors, invest in supporters who can showcase examples for others to follow. 

When your early adopters begin to thrive with new tools, their success naturally encourages others. Peer influence is often more persuasive than top-down directives, especially in accounting firms where trust and credibility are built over time. 

Of course, it’s important to maintain a constructive environment. If specific behaviors are actively undermining progress, set clear expectations for professionalism and team support. Most detractors aren’t opposed to change. They just need more evidence and time to believe it will truly help them and their clients. 

By reinforcing positive outcomes and giving people space to get comfortable, you build trust in the process and increase long-term adoption. 

Reinforce the ‘why’ behind the change 

People commit to change when they understand the purpose behind it and when that message aligns with what matters most in their roles. 

For partners, that might mean protecting client relationships and staying ahead of regulatory expectations. For managers, it’s often about improving team productivity and ensuring consistent quality. For staff, it’s tools that make their work easier, more meaningful, or more efficient. 

Reinforcing this message isn’t a one-and-done task. It requires consistent communication in town halls, team huddles, training sessions and one-on-one conversations. As Bourbonnie emphasized, “We wanted to make it known that we hear your concerns… We recognize that it will [take time].” 

This consistency helps people connect new tools to their daily work and long-term career growth. Whether it’s simplifying workflows or building marketable skills, reinforcing the “why” builds motivation that lasts beyond go-live day. 

Win over, don’t run over 

Long-term success is about shifting peoples’ mindsets. The firms that thrive with technology adoption understand that sustainable change happens through patience, communication and demonstrated value. Technology adoption succeeds when you treat team members as partners in the transformation rather than obstacles to overcome.  

Ready to transform your firm’s approach to technology implementation? Explore how Caseware’s audit and assurance solutions can support your change management efforts or connect with our team to develop a people-focused technology adoption strategy that will make innovation stick at your accounting practice.