Laying the Groundwork for Successful Modern Audit Technology Adoption 

ing down. A growing talent gap threatens operations across firms of all sizes. 

Outdated tools can no longer support modern audit practices, causing firms to risk falling behind competitors who embrace modern audit technology.  

However, leading firms have cracked the code to success: they start early, bring stakeholders along and turn skeptics into allies. 

This post shares proven strategies for effective planning and stakeholder engagement. You’ll also learn why preparation matters in audit modernization. 

Why early planning matters 

Many firms underestimate how much planning modern audit technology demands. The process isn’t just about installing a new system. It’s about reshaping how your teams work. 

Rushing the audit modernization process without proper planning can disrupt operations during busy seasons. It can also lead to resource wastage and harm team morale. 

Baker Tilly, one of the largest accounting firms in the U.S., understands this reality. The firm dedicated seven months to planning before its migration to a new cloud-based audit solution. That time gave them room to align stakeholders, evaluate current workflows, identify necessary customizations and set clear, measurable objectives.  

Karen Larsen, Principal at the firm, explained their approach: “One of the things we spend a lot of time thinking about at the very beginning of these implementations is trying to define what success looks like.” 

Why does that matter? Because without clear goals, your team can’t measure progress. And without progress, change stalls. 

You’re not alone if planning feels hard. According to our 2024 State of Accounting Firms Trends Report, the second-biggest practice management challenge for firms is adopting new technology, with 15% citing it as a challenge. That’s more than those who point to finding/retaining talent or cybersecurity. 

Think about your own firm. Have you mapped out how a new tool fits into your existing process? Have you decided what metrics define success? If not, it might be helpful to pause and establish those elements first to ensure a smoother and more effective implementation. 

Key steps in the planning phase 

Start by aligning stakeholders. Who needs to be involved from day one? You’ll need more than just IT or partners. 

Loop in audit staff and support teams. Each group brings unique insight into what works and what does not. 

Next, map your current workflows. Where do delays happen? Where does the data break down? Don’t assume a new tool will magically fix everything. Rather, you need to understand what needs fixing. 

Then, define your success metrics and pick four or more to avoid tunnel vision. These might include: 

• Audit cycle time 

• Staff efficiency 

• Data quality 

• Client satisfaction scores 

Larsen noted, “Defining success metrics early ensures meaningful progress tracking.” Make sure you track them consistently. Also, be ready to adjust as you go. 

Lessons from the field 

The busy season waits for no one. Firms that plan well avoid hitting walls when demand spikes. 

Baker Tilly’s extended planning timeline helped prevent major disruptions. Shorter timelines often lead to rushed deployments. Teams feel the pressure but don’t get the support they need. Consequently, you end up paying more in lost hours and mistakes. 

Build a coalition, not just a project team 

Audit technology adoption can fail when treated solely as an IT project. You need more than project managers and software experts. Every stakeholder needs to understand the potential benefits and their role in the transformation. 

Peter Jose, a seasoned leader in audit and accounting based in Australia, highlighted a universal truth: “It’s the ‘What’s in it for me?’ question that every stakeholder needs answered,” he explained. 

If staff don’t see value, they’ll resist, and that can slow things down or stop change completely. 

So, how do you reduce that resistance? 

Start with clear communication, explaining the company’s vision and show how it benefits each team. Then, involve them in the process. 

Empower change champions and cross-functional teams 

Don’t rely on one department to drive modernization. Instead, make it a shared effort. 

Boulay, an independent accounting firm with offices in Minnesota and Florida, created cross-functional pilot groups when it adopted a new audit solution. These groups included team members from multiple departments, not just audit. 

This gave the technology team better insight and also gave the project broader support. Jadin Bragg, Partner at Boulay, explained: “We don’t just put the technology in place and hope it works. We really try to think things through.” 

Cross-functional teams can catch problems early. They ask questions others might miss. They can also help test new tools in controlled ways before rolling them out firm-wide. 

You can start small. Build one pilot group, and choose people who care about the process, not just the technology. Then, let them lead by example. 

Don’t avoid the skeptics — recruit them 

Every firm has skeptics. And that’s not a bad thing, because skeptics can make your process better. 

GRF CPAs & Advisors, based in Maryland, brought a vocal skeptic into their early audit technology adoption team. The result? Better questions and smarter decisions. 

Tricia Katebini, partner at the firm, explains their reasoning: “Bring in the skeptics early. If you can win them over, the rest of the team will follow.” 

You don’t need to convert everyone overnight, but engaging skeptical voices early keeps you honest. It also signals that all opinions matter. 

Skeptics often highlight risks that optimists overlook, which is incredibly valuable. Just make sure they’re part of the solution and not only pointing out problems. 

Building the foundation for a modern audit practice 

Modern audit technology isn’t just about speed. It’s also about smarter workflows and higher-quality audits. 

But to get those outcomes, you need a clear plan and defined goals. You also need people across your firm involved from day one. 

Start early, listen often and move together. That’s how change sticks. 

You’ve now seen how top firms handle the planning and team-building phases. But what happens next? How do you communicate change effectively and ensure everyone’s on board? We’ll cover that in Part 2. 

Until then, take the next step and download our white paper: Adopting Modern Audit Technology – Tips and Tricks from Leading Firms. This resource provides detailed guidance from industry leaders who have successfully modernized their practices.