Evaluating Your Resources for Automation in CPA Firms
- Erin Shively
- 30 minutes ago
- 3 min read
Automation is a priority for many firms that want to increase efficiency, reduce errors and free up professionals for higher-value work. But before diving into new tools or platforms, pause and evaluate what resources you already have, and what your people actually use.
Too often, the focus is on chasing the next shiny tool without first taking stock of the firm’s current technology stack. Without that foundational work, your automation efforts risk being fragmented, underutilized or outright ineffective.
Start with an IT inventory (including shadow IT)
You can’t build effective automation when you don’t understand the processes, tools and workarounds currently in play. Start with a full inventory of your IT environment, including identifying shadow IT—applications or tools employees use without formal approval.
Shadow IT often emerges when staff download “free” or low-cost solutions to solve a niche pain point. While they might have good intentions, shadow IT creates risks. Unapproved tools may lack security, disrupt workflows or duplicate functionality the firm already pays for elsewhere. Gartner predicts that by 2027, 75% of employees will acquire, modify or create technology outside their IT department’s visibility, so this is an issue you can’t afford to ignore.
Prioritize repetitive, manual tasks
Not every process is worth automating. To generate the most impact, target high-volume, repetitive manual tasks. These include areas like data entry, reconciliations, client onboarding and document management. According to McKinsey, approximately 60% of occupations have at least 30% of their activities that could be automated with current technology. That statistic highlights just how many opportunities exist in your firm’s day-to-day operations.
By mapping out tasks and ranking them by frequency, time spent and error rate, you can prioritize where automation will deliver the highest ROI.
Leverage what you already own
One of the biggest missed opportunities is failing to fully utilize existing software. Many firms already license advanced tools with built-in automation capabilities. Some common examples include workflow management in their practice management system, robotic process automation features in tax software or API integrations in cloud accounting platforms.
Before adding new solutions, evaluate the untapped features of your current stack. There’s little sense in paying for something twice when you already have the functionality available.
Establish a clear automation request process
Automation shouldn’t be a back-office IT project. It’s a firm-wide initiative. But for it to succeed, employees need a clear pathway to request automation or API development.
Creating a standard guide detailing how team members can request an automation. This gives staff visibility into what information IT needs to evaluate feasibility. This simple step builds trust, reduces the temptation to adopt unapproved tools and ensures automations align with firmwide strategy rather than isolated workarounds.
Building automation step by step
Finally, remember that automation is not an all-or-nothing initiative. Successful firms build automations incrementally, starting with well-defined processes and expanding over time. Attempting to automate broken or undocumented workflows is a recipe for failure. By layering automation thoughtfully, you can scale efficiencies across tax, audit, advisory and internal operations.
Evaluating the resources available for automation requires more than a quick scan of your technology budget. It’s about uncovering the tools people use, identifying gaps and ensuring automations are built on stable, transparent processes.
By inventorying your IT stack (including shadow IT), prioritizing repetitive manual tasks, leveraging existing software and creating a structured request process, you lay the groundwork for meaningful automation that drives efficiency and scalability.
Could your firm benefit from getting firm management and IT leaders in alignment?
The Boomer Technology Circles are a peer group of firm and technology leaders in the accounting profession who benefit from aligning IT and firm strategy and building valuable long-term relationships with solution providers and peers. Apply now to start building confidence in your firm’s technology decisions.
As IT Coordinator for Boomer Consulting, Inc., Erin Shively is excited to grow the company’s existing tech stack with new and emerging technologies. Her role includes troubleshooting technology issues, tracking and creating internal processes, and handling on-site tech set up for events at the Accounting Innovation Center.
Before joining Boomer Consulting, Inc., Erin spent over a decade with the U.S. Army, then worked for a private government contractor and a subcontractor for Black & Veatch.