Latest Events and Programs

SEVEN STEPS TO EFFECTIVELY MANAGE SCOPE OF WORK AND REDUCE WRITE-OFFS - What you can do to deliver a job within budget and on time - Webinar - Wednesday 7th December 12.30pm - 1.30pm AEDT. Click here for more details.
 
KEYS TO DEVELOPING A STRONG LEADERSHIP TEAM - How to bring the best skills and motivation to your leadership team - Webinar - Wednesday 14th December 12.30pm - 1.30pm AEDT. Click here for more details.

NATIONAL EMPLOYEE ENGAGEMENT SURVEY FOR ACCOUNTING FIRMS - Participate and receive a FREE benchmark report.  Click here for more details.

New CD-ROM Coaching Programs on PERFORMANCE REVIEW and CONFLICT RESOLUTION for accounting firms. Click on the program title for further details.

Are you on the list?

Click here to view a list of accounting firms that have benefited from our webinars and workshops in 2011.

Contact Us

Business Aptitude
PO Box 700
Chatswood, NSW 2057
Australia

tel: 1300 883 789
fax: (02) 9904 8306
email: enquiry@bizaptitude.com.au

Systems development

Client Services  |  Articles / Tools / Links

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.