There’s a narrative floating around accounting right now that the firms embracing AI are the most tech-obsessed ones.
That’s only kind of true.
After listening to more conversations with managing partners and firm leaders, I’m starting to think the firms most ready for AI actually have something else in common.
The Problem Isn’t Technology Anymore
These firms have figured out some of the biggest issues with their workflow, and they’re ready to think more about people.
Recently, I listened to a conversation with a managing partner at a fast-growing firm. They were already heavily invested in technology, automation and modern systems. This wasn’t a firm stuck in the past.
At one point, the partner casually said, “We’re kind of a technology firm at this point.”
But almost none of his biggest concerns were actually about technology.
He kept coming back to things like communication quality, coaching younger staff, consistency across teams, client relationships and how hard it is to maintain a culture while growing quickly.
The firms most interested in AI are trying to figure out how to grow without losing what made the firm good in the first place.
For years, accounting firms focused heavily on efficiency. We were trying to automate tasks, move to the cloud, create better systems and workflows. I was right there with you. We’re at a point now where a lot of firms have gotten pretty good at that part.
The problem is that technology scales faster than leadership does.
Growth Creates a Different Kind of Bottleneck
For me, the most telling part of the conversation was when the managing partner explained that staff members still CC him on emails so he can review responses and coach them before they meet with clients. Naturally, he said that he doesn’t want to keep doing all that.
I think a lot of firm leaders feel the same way.
Sometimes, growth creates a new kind of pressure. It’s not just that there’s more work. More people are depending on a small group of leaders for guidance, approval and coaching.
That becomes really hard to scale.
Firms Used to Learn Through Proximity
For a long time, accounting firms grew through proximity. Younger staff learned by sitting near managers, overhearing client conversations and watching how experienced professionals handled difficult situations.
Firms don’t really work like that anymore.
Teams are more spread out. Managers are overloaded. Growth is happening faster. Younger professionals often get fewer opportunities to build confidence in client communication and advisory conversations.
That’s part of why so many firm leaders are suddenly focused on “human skills.” Obviously, the tech still matters, but tech alone doesn’t create strong client relationships.
Why Human Skills Suddenly Matter More
I think many of the firms leaning into AI right now aren’t actually trying to replace people. They’re trying to support people better.
They want to help younger staff grow faster, maintain communication quality, reduce leadership bottlenecks and protect the client experience while the firm scales.
The firms most ready for AI aren’t the ones chasing the newest tools. AI works best for the firms that already spent years improving systems and workflows and are now realizing their biggest challenge is helping people grow alongside the business.
