Make Sure Your Transformation Initiatives Support Firm Culture
- Arianna Campbell, Shareholder
- 2 hours ago
- 4 min read
I’ve yet to meet an accounting firm leader who wants to damage firm culture. Their transformation initiatives start with good intentions. They want to improve efficiency, modernize systems, attract talent and better serve clients. Yet we’ve all seen the opposite outcome: morale dips, confusion and resistance.
The problem is how the change shows up for people rather than the change itself.
Transformation is a business initiative and a cultural shift. Whether that shift strengthens or strains your firm depends on how intentional you are about five areas: clarity, consistency, communication, collaboration and continuous improvement.
Here are the questions that matter most in each area.
Clarity: Do people actually know what this is about?
People tend to fill in the blanks when clarity is missing from transformation initiatives. That’s when rumors start, and anxiety rises.
Here’s a simple gut check for leaders: Can your team explain why this transformation matters and how it connects to the firm’s strategy? (Not just what tools and processes are changing).
If you hear questions like, “Is this just the latest initiative?” or “Are we doing this instead of what we were told to do last year?” that’s a signal clarity hasn’t landed yet.
To improve clarity, be explicit about what is changing and what isn’t. Tie every major change back to firm goals, and share concrete examples of progress so people see alignment in action.
Clarity is something you reinforce repeatedly, even when other priorities are competing for your attention.
Consistency: Do leaders model what they’re asking for?
Nothing erodes trust faster than leaders saying one thing and rewarding another.
The leadership team should ask whether they’re reinforcing the behaviors they want or just tracking the outcomes they hope to see.
Many firms rely heavily on KPIs to measure success. That’s important, but outcomes alone don’t tell the whole story. During transformation, you also need to pay attention to how you achieve those results. The behaviors that lead to good outcomes are what sustain change.
Consistency shows up when leaders are visibly aligned, coach and recognize desired behaviors, and reinforce the culture in their day-to-day actions.
When leaders consistently model the change, people stop waiting it out and start leaning in.
Communication: Are the right people hearing the right messages?
One common mistake firms make is assuming communication equals sending more emails. A better approach is to ensure messages come from people employees trust most at the moments they matter most.
Research from ProSci consistently shows that people want to hear about change that impacts the business or the organization from the people in charge, such as a senior manager or executive. But they want to hear about changes that affect their own daily work from their manager. This gives them an opportunity to ask questions about how it impacts their team, their own day-to-day responsibilities, and what’s in it for them.
If people managers aren’t equipped to explain the change, address concerns and manage resistance, even the best strategy will stall.
Strong communication during transformation means leaders openly acknowledge challenges rather than minimize them, tailor messages to the audience and address resistance respectfully and directly. When communication is working, you’ll have less grumbling in the breakroom and more thoughtful dialogue.
Collaboration: Are you designing change with people or for them?
Transformation feels different depending on whether people feel included.
Consider whether team members at different levels have a real way to contribute ideas and influence decisions. Are they only involved after decisions are made?
Firms that protect culture during change create intentional ways for collaboration to happen. That might mean structured idea submissions, cross-functional teams or clear feedback loops that lead to visible action.
Collaboration strengthens firm culture when leaders welcome and consider input, recognize wins, and encourage innovation across the firm. When people see their ideas shaping the future, they feel like they’re part of it; it’s not happening to them.
Continuous improvement: Are you learning as you go?
Transformation is rarely linear. Firms that maintain strong cultures accept this and adjust accordingly.
Consider whether you treat this as a fixed plan to execute or a learning process the team will refine together.
Continuous improvement means pausing to reflect on what worked, what didn’t and what actions could improve the experience going forward.
Culture remains healthy when feedback drives real course corrections. When people see their feedback matters, trust grows even when things aren’t perfect.
Change won’t break culture unless you ignore culture during the change initiative. Think about these five areas and be honest about where you’re strong and where you’re not. Pick one area to focus on, take visible action and keep the conversation going.
That’s how transformation becomes something your firm grows through.
Do you want to connect with other Operational Leaders in the accounting profession to become a more confident leader?
The Boomer Operations Circle is a peer group of Operational Leaders from successful and growing firms who work together to develop the best business strategies, plans and procedures. Apply now to start building valuable long-term relationships with others who are navigating the same challenges in shaping their firms for the future.
Arianna Campbell is the Chief Operating Officer at Boomer Consulting, Inc., where she helps CPA firms lead transformative change by aligning people, process, and leadership. A nationally recognized speaker and one of Accounting Today's Top 100 Most Influential People, she facilitates peer communities that shape the future of firm leadership and operations. When she’s not guiding change, Arianna is beach-hopping or volunteering with local nonprofits.