The big question about your systems and people

Richard Brewin • January 13, 2023

Which is more important to your accounting firm, your systems or your people?

It’s tempting to jump in, of course, and say “both” and most firm leaders will try to develop this way but, are we diluting our efforts in doing so? What if, by focusing just on one, we made better progress across them both?

Which is more important to your accounting firm, your systems or your people?


It’s tempting to jump in, of course, and say “both” and most firm leaders will try to develop this way but, are we diluting our efforts in doing so? What if, by focusing just on one, we made better progress across them both?


In which case, which one?


As with many things in our profession, the general answer is “It depends”.


It depends on:-


·     your vision for your firm

·     your own values and drivers

·     how you aim to deliver your services

·     the commercial goals that you have

·     your target market


There is a very strong argument for prioritising your systems. Systems bring a consistency and efficiency to your delivery. The processes within them provide a framework and rulebook for your firm. With systems in place you can more easily drive and monitor your operation, embed new people and scale up your business.


But…


 what if your people don’t stick to them?

 what if they present too many constraints?

What if they prevent you from being agile in a changing world?


Conversely then, there is a strong argument for prioritising your people. Their thinking brings creativity, flexibility and solutions to your firm. Their personality brings energy and drive.  The human touch is a great differentiator in our tech-based, system-driven world and is often what clients crave.


But …


how do you manage the timing and quality of your delivery?

how do you make your business scalable when the talent pool is running low?

how do you guarantee your outcomes?


I wonder if, by trying to better both aspects of our firm at the same time, we end up in a less effective middle ground,  mixing our strategies and creating a people/systems muddle as opposed to a people driven or systems driven strategy.


It’s common to walk into a good firm but still see people frustrated by systems or systems not being used properly by people with less effective outcomes in either case.


Take a step back.


Do you want a people driven firm supported by systems…


or a systems driven firm supported by people?


Be clear on that point first, a point fully aligned to your core vision, and then use this to determine which aspect is your number one priority. That will then shape how you address the other side.


As a people driven business you want systems that help them to excel.


As a systems driven business you want people that help them to function effectively.


That clarity may just help you to make better decisions.


Which is more important to you?

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