After talking to countless accounting firm leaders over the past year, we've noticed a troubling trend: software is being treated as a checkbox, not a strategic advantage. Multiple partners have confessed they're manually transferring Excel data into their so-called "modern" solutions—essentially paying for software while still doing the same work twice.

This raises a big question: What does the accounting industry get RIGHT and WRONG about software?

So, we asked our friends in the industry to find out.

What Accounting Firms Get Right

Recognition of Necessity

Give credit where it's due—accounting firms understand they need software to remain competitive. The days of physical ledgers and purely manual bookkeeping are long gone. Today's firms recognize that technology isn't optional but essential. The investment is happening. Firms are allocating budget to licenses, implementations, and (sometimes) training. They're shopping for solutions, comparing features, and making purchases. Even if the implementation isn't perfect, this acknowledgment of technology's importance is a crucial first step. "What I'm seeing across the industry is encouraging—accounting firms finally get that tech isn't optional. They're putting real money behind digital tools, even if they're still figuring out how to use them effectively. That awareness alone is huge progress. The firms that move beyond just checking boxes to creating real transformation will unlock unprecedented scale and revenue growth that simply wasn't possible with traditional methods," says Fady Hawatmeh, Founder and CEO of Clockwork.

Creative Adaptation of Technology

"What firms get right is their creativity in problem-solving via applications. How one firm may use or implement an app is not how another firm will. The ability to think outside the box and become creative on the approach and outcome that works best for each unique firm is where many shine. The best firms don't just adopt software—they adapt it. They understand that customization, iteration, and team alignment are often more valuable than any single tool's out-of-the-box features," says Korey Cournoyer, the Director of Innovation at CPA Academy.

This focus on customization rather than standardization allows firms to develop unique workflows that reflect their particular strengths and client needs. By viewing software as clay to be molded rather than a rigid structure, innovative firms create distinctive service offerings that set them apart from competitors.

Comprehensive Implementation Process

Michael Ly, CEO of Reconciled, highlights another strength: "What firms get right regarding software: Involving all the right internal stakeholders including hiring an external project leader to provide guidance throughout the whole process and not taking a shortcut on every step."

This inclusive approach ensures that software implementations consider all perspectives and needs within the firm. By bringing in external expertise and committing to a thorough process, successful firms avoid the pitfalls of rushed or incomplete technology rollouts.

What Accounting Firms Get Wrong

The Checkbox Mentality

Too often, software purchases are driven by a "keeping up with the Joneses" mentality rather than strategic vision. Firms buy software because they think they should have it, not because they've identified exactly how it will transform their practice.

Fady Hawatmeh, Clockwork's Founder & CEO, sees this pattern frequently: "We hear this time and time again—'I was tasked with finding my firm software to stay competitive, but I don't really know what I'm looking for.' When you set out to buy software just for the sake of having it, you'll likely just burden your team and burn trust. You should only invest in technology when there's a clear need and value add. This piecemeal approach also lets software companies in this industry get away with siloed and subpar offerings."

This checkbox approach leads to implementations that never deliver their promised value. Software becomes an expense rather than an investment—a cost of doing business rather than a driver of business growth.

Feature Bloat vs. Core Reliability

The accounting software market suffers from feature bloat, and firms too often prioritize lengthy feature lists over stability and reliability.

"I want less features, more stability. Less bells and whistles, more rock-solid reliability," says Justine Lackey, Founder of the Bookkeepers Business Incubator. This insight cuts to the heart of what many firms miss—that the core functionality needs to work flawlessly before adding extra capabilities.

When evaluating software, firms should ask: "How reliably does this perform its core functions?" rather than "How many things can it do?"

Support Shortcomings

Premium software demands premium support, but many accounting solutions fall woefully short. Chatbots, email tickets, and understaffed support teams leave accountants stranded during crunch time.

Justine Lackey's frustration is palpable: "My personal kryptonite is inefficiency—when I have to use a chatbot that goes in circles, or send an email for basic help, I find it infuriating... Don't charge a premium for your software without providing premium support, you get me?"

The productivity cost of inadequate support is rarely factored into software procurement decisions but can dramatically impact the total cost of ownership.

The Silver Bullet Fallacy

Michael Ly, CEO of Reconciled, points out another critical mistake: "What firms get wrong: thinking there is a piece of software they will solve all problems out of the box. 80/20 rule - find the product that meets 80% of your business process requirements - 20% will need to be manual/in spreadsheets or 20% adjusted to fit the process of the software you pick."

This realistic perspective acknowledges that no software solution is perfect. Firms that expect comprehensive solutions often end up disappointed and disillusioned. Instead, understanding the 80/20 principle that Ly describes leads to more successful implementations and appropriate expectations.

Resistance to Workflow Redesign

Many firms make a critical mistake: they try to force new software to match their existing processes rather than reimagining workflows to leverage the software's strengths.

Shelby Martinez, Clockwork's Director of CS, highlights this critical issue: "Accountants often invest in software to move beyond Excel, yet paradoxically, most continue working in both platforms—completely undermining their initial investment. Using Excel isn't the problem; the problem is maintaining parallel workflows that create needless redundancies and introduce errors. While some complex forecasts are better suited for Excel, the failure is not fully leveraging software capabilities where they clearly outperform spreadsheets. This half-commitment approach delivers the worst of both worlds: increased costs with minimal efficiency gains."

This resistance to change limits the potential return on software investments. When firms merely digitize existing processes without optimizing them, they miss opportunities for dramatic efficiency gains and, as Martinez points out, often end up with the worst of both worlds: higher costs with minimal benefits.

The Path Forward

The accounting industry stands at a crossroads with technology. To move forward, firms need to fundamentally shift their relationship with software in two critical ways:

Expect more from your software. Too many firms have grown accustomed to mediocrity—buggy integrations, clunky interfaces, and unhelpful support. It's time to raise the bar. Demand solutions that deliver on their promises. Evaluate software not just on feature lists but on reliability, usability, and vendor responsiveness. Be willing to pay for quality, but expect quality in return. The firms that refuse to settle for subpar technology will push vendors to deliver better products for everyone.

Trust in replacing old processes. The greatest barrier to technology ROI isn't the software itself—it's our attachment to familiar workflows. True transformation requires courage to reimagine how work gets done. This means moving beyond surface-level digitization to fundamental process redesign. It means identifying which spreadsheets truly add value and which are merely comfortable habits. It means making a full commitment to new systems rather than maintaining parallel workflows "just in case."

The most successful firms aren't just adopting new technology—they're using it as a catalyst to rethink their entire approach to client service, staff development, and firm growth. They're asking bigger questions: How can technology help us deliver insights our clients couldn't get elsewhere? How can it free our professionals to focus on high-value advisory work? How can it create experiences that set us apart in a crowded market?

These questions lead to innovations that transcend efficiency gains. They lead to new service offerings, deeper client relationships, and sustainable competitive advantages that can't be easily replicated.
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Resources

Want more on how accounting firms assess their tech stack? Download our Advisory Services Playbook.

Looking for an Advisory Community? Join the conversation on LinkedIn in our CAS Collective.
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Conclusion

The accounting industry stands at a crossroads with technology. To move forward, firms need to fundamentally shift their relationship with software by expecting more out of technology and committing to replacing old processes.