AI is transforming accounting expertise, but success depends above all on the commitment and skills development of teams.
Artificial intelligence is no longer just knocking on the doors of accounting firms: it is already there. Faced with the automation of accounting production, there is a great temptation to focus on pricing strategy and expanding the offering. But the real blind spot of this transformation remains human: without the buy-in and increased skills of all employees, no strategy will hold water.
A technological tsunami that does not ask permission
ChatGPT, Copilot, Mistral… these tools are now accessible to everyone, including clients of accounting firms. An SME manager can now load his tax return into an AI assistant and obtain an initial financial reading in just a few seconds. This development is gradually transforming the perception of the market: certain analyzes previously considered to be entirely within the scope of expertise can now be perceived as more easily automatable, inviting firms to strengthen the added value of their support and advice.
At the same time, accounting software publishers – Pennylane, Cegid Loop, MyUnisoft, Sage – are massively integrating artificial intelligence building blocks. Entry, lettering, classification of parts: these tasks which until recently occupied a significant part of employees’ time are in the process of being fully automated. Accounting production is transformed into convenience, and with it, the entire revenue structure of firms is faltering.
Pressure on fees is just a symptom
The most visible consequence is price: low-cost players, boosted by AI, already offer accounting services at knockdown prices. But the real danger lies deeper. When clients see that a tool does in thirty seconds what firms charge for several hours, the perceived value of the entire relationship is eroded.
The productivity gain linked to AI is therefore not a luxury that firms are free to treat themselves to whenever they wish: it is an existential question, posed by the market itself.
A two-step strategy…
Faced with these changes, many firms have opted for a sequenced approach:
Firstly, it is about reaping the benefits of automation without degrading invoicing. It is also the time to make strategic mergers to increase investment capacity and diversify expertise.
As pricing pressure becomes untenable, firms agree to reduce the score on accounting production to retain clients, and compensate with more consulting missions with high added value: strategic support, financial management, compliance, social management. The objective is to become the manager’s one-stop shop, by developing cross-selling between the different divisions of the firm.
This strategy is coherent. On paper, it holds up. But it has a major blind spot.
The elephant in the room: teams
This transformation cannot be decreed from a committee of associates. It assumes that all employees, not just the most senior, commit to a radical change in posture. They must defend short-term margins by maintaining the level of service during the transition phase but also support customers towards greater autonomy so that the gains from AI tools really materialize. They must also develop real collaboration skills with AI, beyond simple curiosity and finally acquire a culture of consulting, commercial relations and multidisciplinary team work.
Let’s be clear: the partners themselves are not always the most advanced on these subjects. Resting the transformation solely on their shoulders is a risky bet.
Make teams the engine of transformation, not its passenger
The current momentum is paradoxically favorable: the wave is announced but not yet fully breaking. Firms that know how to mobilize their teams now will gain a decisive head start. For those who move the fastest, the different levers revolve around several points. First, the construction of a shared vision, not an imposed plan. Employees must understand why the firm is transforming and what place they will occupy there tomorrow. Without this projection, resistance to change will prevail.
Then, involve all levels in strategic thinking. The impact of AI on the offer, customer relations and daily work must be co-constructed with the teams, not simply communicated in a general meeting. Which also implies the need to bring out internal talents. Each firm has curious employees, comfortable with digital technology, capable of pulling the organization to the next level. We must identify them, promote them and give them a driving role.
The challenge is also to regulate the uses of AI rather than ignoring them. Employees are already using ChatGPT, often without saying so. It is better to structure these practices than to discover them in a confidentiality incident. Finally, investing in improving “consulting” skills is no longer an option. The transition from a production culture to an advisory culture does not happen by decree. It requires training, mentoring, exchange and above all supported practice.
The real risk? Immobility
The firms that will emerge strengthened from this change are those that will have understood that technology is only a catalyst. Differentiation will be based on the ability to offer quality advice, an enriched customer relationship and a value proposition that AI alone will never be able to replicate. All of this relies on women and men committed, trained and aligned on a common vision.
The biggest danger is not AI. It is to believe that we can transform ourselves without involving those who, tomorrow, will lead the cabinet.
