Systems development

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Professional firms increasingly recognise that documentation of ‘the way we do it’ helps develop consistency and efficiency and encourage delegation. Outcomes can include :

• A firm that easier to sell because it is not so dependent on the owner
• Clients who feel comfortable in contacting different staff for different issues
• Partners / principals who have more time to focus on managing the practice
• Staff who are able to take on real responsibility.

There are a number of external providers that now assist firms by providing standard checklists, procedures, letters and other documents. However, many firms struggle with the cultural and behavioural changes required to successfully integrate these tools into day to day workflow. What’s the point in having checklists if half the team will not use them ?
Why document procedures if they are not followed ? This is the challenge professional firms face today.

The change required to successfully integrate new systems must firstly be embraced by principals, partners and senior managers. A mind-shift is required. Focus must change from ‘this is the way we do it’ to ‘we could be doing it better.’ A temporary decline in productivity may be seen as staff try to understand and implement new procedures. Ongoing training and mentoring needs to be provided to ensure that staff are given the support they need. At all times, senior staff should be seen to be supporting, not questioning, the process. Regular review is required to monitor implementation and address roadblocks. Successful implementation should be acknowledged and rewarded.

Obviously, all of this will not occur without an underlying commitment to the process. It’s no wonder that many attempts at systemisation of practices only partly succeed. The change management process is a difficult one with many obstacles and hurdles to overcome. External support in development and implementation of an appropriate strategy can mean the difference between success and failure.