To implement automation technology into a tax practice, as the old saying goes, "teamwork makes the dream work." Organizations will not achieve success with just one person championing the new software; team members at all levels of the organization need to buy in to the change. Without a strong and widespread commitment, roadblocks, delays, and dissatisfaction will quickly arise. Change is difficult because it requires people to step outside their comfort zones. However, with commitment from colleagues, positive change is possible.
Research and demo
Planning for change is just as important as making the change. Consulting colleagues at various levels within the organization will help to develop a well-rounded perspective. Presenting a big-picture view helps everyone to understand why his or her task is important and necessary and how it affects other steps in the process. Consider forming a committee to research and try out the various software products available. This helps create buy-in at all levels. Additionally, the committee members can facilitate training, be the go-to people for questions or concerns, and act as a positive force within the firm.
As a first step, the committee should document the current processes and procedures involved in all tax engagements. This will help identify problem areas, any process duplications, and areas where the new software can create efficiencies and improve upon current processes. Along with documenting processes and procedures, indicate the amount of time currendy allotted for each task. This will help to show where time savings are possible, especially by applying those efficiencies across all client work.
The next step is to explore software alternatives that could improve the areas identified above. A good rule of thumb is to explore between three and seven options and schedule a demonstration with each software's company. This will allow for comparing the features and costs among the identified potential alternatives.
During each product demonstration, be sure to keep in mind the firm's current processes and how the product will change, add to, or decrease them. Since committee members will be championing the new product, it is helpful to have different perspectives on how it will be implemented. For example, an administrative assistant will likely have different questions than a senior manager will, but they are both important to the new process's success. One important question is obviously...