Building Transformational Teams
- Amanda Wilkie
- 14 hours ago
- 3 min read
Transformation isn’t a software project, a process map or something a single motivated leader can carry out on their own. Real transformation happens when the right people work together with clear roles, shared accountability and enough structure to turn good intentions into sustained change. That is where transformational teams come in.
Start with the Transformation Triangle
At the center of successful transformation is the Transformation Triangle: People, Process and Technology. These three elements are deeply interconnected. When they move together, firms gain momentum. When they are misaligned, even well-funded initiatives stall.
You’ve likely seen this play out. A firm invests in new technology without redesigning the underlying processes, and adoption lags. Or they redesign processes without addressing the people side of change, and teams quietly revert to old habits. In some cases, firms focus heavily on people and culture but lack the operational discipline to execute consistently.
Transformation requires balance. Ignoring any side of the triangle creates friction that shows up as missed deadlines, frustrated staff or underwhelming ROI. The goal is intentional alignment across all three.
Transformational teams
Many firms still approach transformation as an add-on to someone’s day job. A manager owns a system rollout. A partner sponsors a process change. An IT leader handles configuration. Each role is essential, but none is sufficient on its own.
Transformational teams formalize the work of change. They recognize transformation is a discipline, not a side project. Firms that take this approach are more likely to sustain improvements over time because they share responsibility and roles are clear.
We’re seeing more firms dedicate people to this work, particularly in process improvement and project management. The change management role is newer, but it’s quickly becoming the difference between adoption and abandonment.
Three roles of transformational teams
To support the Transformation Triangle, firms need three distinct but tightly connected roles.
Process improvement lead
This role focuses on how work gets done. They document current workflows, identify friction points and help redesign processes to be more efficient, scalable and consistent. They ask practical questions like, “Why do we do it this way?” and “What would break if we changed it?” Most importantly, they understand that good process design starts with listening to the people doing the work.
Project management lead
Transformation creates complexity. The project management lead brings structure and discipline to that complexity. They define scope, timelines, dependencies and ownership. They keep initiatives moving forward and prevent “important but not urgent” work from stalling. Without this role, transformation efforts tend to lose focus or stretch indefinitely.
Change management lead
This is the role many firms are just beginning to formalize. The change management lead focuses on the people side of transformation. They consider communication, readiness, training and reinforcement. They help teams understand what is changing, why it matters and how it affects their day-to-day work. When this role is missing, adoption becomes accidental instead of intentional.
The role of the TOPS team
These three roles do not operate in isolation. They are supported by a TOPS team: a Team-Oriented Problem-Solving group that provides sponsorship, leadership, facilitation and cross-functional expertise.
A strong TOPS team typically includes:
A sponsor who provides air cover and strategic alignment
A team leader who ensures accountability
A facilitator or change practitioner who guides the work
Cross-functional subject matter experts who represent how work actually happens across the firm
This cross-functional representation is critical. Transformation doesn’t belong to IT, Operations or leadership alone. Admins, managers, partners and technologists all see different parts of the system. Bringing them together creates a change coalition that builds trust and accelerates adoption.
No one knows the work better than the people doing it. That should shape how you build your teams and how decisions get made.
The next step for firm leaders
Building transformational teams requires intentionality. It may mean redefining roles, reallocating capacity or investing in skills your firm has not historically prioritized. That can feel uncomfortable, especially in busy seasons.
But if transformation is truly a priority, it needs dedicated ownership. Firms that commit to these roles and structures are better positioned to adapt, scale and sustain change over time.
Could you benefit from structure and accountability as you strive to push your firm forward?
The Boomer Process Circle is a peer group of top Process and Lean Six Sigma leaders in the accounting profession who share tools and resources for pushing change within their firms. Apply now to tap into the experience and expertise you need to lead the charge for continuous improvement.
Amanda Wilkie is a consultant at Boomer Consulting, Inc. with more than 25 years of technology experience and a strong track record of helping accounting firms modernize systems, lead change and integrate tech with process and strategy. A dynamic speaker and lifelong learner, she facilitates the Boomer CIO, Operations, Technology, and Process Circles, and regularly speaks at top industry events
like AICPA ENGAGE. Amanda is a certified Project Management Professional and an Associate Certified
Coach who helps guide firms through implementing change with clarity, empathy and momentum
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