{"id":7080170,"date":"2026-10-08T14:28:32","date_gmt":"2026-10-08T14:28:32","guid":{"rendered":"https:\/\/fivemor.com\/?p=7080170"},"modified":"2026-10-08T14:28:32","modified_gmt":"2026-10-08T14:28:32","slug":"ai-in-accountancy-five-legitimate-concerns-that-shouldnt-stop-you-making-progress","status":"publish","type":"post","link":"https:\/\/fivemor.com\/?p=7080170","title":{"rendered":"AI in accountancy: Five legitimate concerns that shouldn’t stop you making progress"},"content":{"rendered":"


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\u2026.And why the arguments against AI may be more useful than many of the arguments for it.<\/p>\n

There is no shortage of people telling accountants that they need to embrace artificial intelligence. You\u2019ve been told it will transform your firms, revolutionise productivity and change the way we deliver services to clients.<\/p>\n

Perhaps it will. But I think some of the arguments against adopting AI deserve rather more attention than they\u2019re getting.
Through dozens of conversations with accountants, including many of the guests on my Accountants\u2019 Success secrets podcast, I\u2019ve heard a variety of reasons why practitioners are reluctant to introduce AI into their firms. Some are concerned about accuracy. Others worry about confidentiality, cost, or the implications for their staff and clients.<\/p>\n

Plenty of\u00a0 my podcast guests and members of my Sole Practice Club are embracing AI but the reservations I\u2019ve heard are, in the main, perfectly reasonable concerns, particularly when you consider the professional responsibilities we have as accountants. But, equally, sometimes the underlying argument is based on misconceptions.<\/p>\n

Having said that, I suspect the arguments against AI adoption are often more honest, and more useful, than some of the enthusiastic claims being made in its favour.<\/p>\n

The interesting question is whether those concerns justify doing nothing.
I don\u2019t think they do.<\/p>\n

Here are five reasons accountants give for not adopting AI, and why I believe each deserves to be considered rather than simply accepted.<\/p>\n

1. AI makes mistakes, and we can\u2019t afford to get things wrong<\/strong><\/p>\n

This is probably the most obvious objection, and it\u2019s a serious one.<\/p>\n

AI can produce convincing answers that are completely wrong. It can invent references, misunderstand technical questions and present questionable conclusions with an air of absolute certainty.<\/p>\n

As accountants, we cannot simply pass those answers on to clients and hope for the best. Our professional responsibilities don\u2019t disappear because we\u2019ve used technology to produce the work.<\/p>\n

But consider what happens in a conventional accountancy practice.<\/p>\n

Junior staff make mistakes. Experienced staff occasionally overlook things. Software produces unexpected results when the information entered is incorrect. We have review procedures, training and quality controls precisely because we recognise that errors are possible.<\/p>\n

The question, therefore, isn\u2019t whether AI can make mistakes. We already know it can.<\/p>\n

The question is whether we can develop working practices that allow us to benefit from AI whilst maintaining appropriate professional oversight.<\/p>\n

That means understanding which tasks are suitable for AI, and would save us time even once we learn what to check carefully, and which should remain firmly in the hands of an experienced accountant.<\/p>\n

It also means recognising that not every AI application carries the same risk.<\/p>\n

Using AI to suggest alternative wording for a client email is rather different from relying on it to interpret a complex tax provision and ensuring it is accessing fully accurate and current data. The controls should reflect that distinction.<\/p>\n

When I\u2019m discussing AI with accountants, I\u2019m less interested in whether they\u2019ve found a clever new tool than in how they\u2019ve decided where and when to use it.
The ability to make that distinction will become increasingly important.<\/p>\n

The risk of mistakes isn\u2019t a reason to avoid AI altogether. It\u2019s a reason to establish sensible boundaries and review procedures before relying on it. I addressed this in more detail when explaining The CLEAR equation: a practical way to get better results from AI<\/a><\/p>\n

2. We can\u2019t risk compromising client confidentiality<\/strong><\/p>\n

Accountants hold an enormous amount of sensitive information about their clients.
Financial records, personal circumstances, commercial arrangements and sometimes information that clients haven\u2019t shared with anyone else.
You have an obligation to protect that information, and the arrival of AI doesn\u2019t change this of course.<\/p>\n

The concern is understandable. What happens to information entered into an AI tool? Is it retained? Could it be used to train a model? Who might have access to it?
These are questions that deserve proper answers.<\/p>\n

But there\u2019s an important distinction between deciding that a particular tool isn\u2019t suitable for confidential information and deciding that your firm shouldn\u2019t use AI at all.
The first is a professional judgement. The second may be an unnecessarily broad conclusion.<\/p>\n

Different AI products have different arrangements for handling data. Some offer business environments with contractual protections and administrative controls. Others may be entirely unsuitable for the information accountants handle.<\/p>\n

We need to understand those differences rather than treating every AI application as though it presents identical risks.<\/p>\n

Try asking your preferred Large Language Model about this and you\u2019ll get a clear explanation about how you can use it without compromising client confidentiality. It\u2019s surprisingly easy \u2013 just not the default approach.<\/p>\n

There\u2019s another issue here, too, unless you are the only person working in your practice<\/p>\n

If a firm has no policy on AI, that doesn\u2019t necessarily mean nobody is using it.<\/p>\n

A member of staff may already be using a personal AI account to help draft correspondence, summarise documents or resolve an unfamiliar problem. They may be doing so with the best of intentions, without appreciating the potential implications.<\/p>\n

An outright prohibition may discourage people from discussing what they\u2019re doing without necessarily preventing them from doing it.<\/p>\n

A more constructive approach is to establish what tools are permitted, what information may be entered into them and what approval or safeguards are required.<\/p>\n

That might mean starting with applications that don\u2019t involve identifiable client information at all.<\/p>\n

Confidentiality isn\u2019t a reason to avoid developing an AI policy. It\u2019s one of the strongest reasons to have one.<\/p>\n

One of the guests on my podcast encourages his team to use AI subject to the firm\u2019s AI policy which he updates every month to reflect the latest developments!<\/p>\n

3. We don\u2019t have the time to learn another piece of technology<\/strong><\/p>\n

I have considerable sympathy with this argument.<\/p>\n

Most sole practitioners and small firm owners already have more demands on their time than they would like.
There\u2019s client work to complete, staff to manage, deadlines to meet and a business to run. The last thing many accountants feel they need is another technology project.
And AI can feel particularly overwhelming because it\u2019s improving so fast and there seems to be something new every week.<\/p>\n

But I wonder whether we\u2019re looking at the problem in the wrong way.<\/p>\n

You don\u2019t need to understand every AI application. You don\u2019t need to become an expert in prompting, automation or the technical workings of large language models.<\/p>\n

You only need to understand enough to make informed decisions that suit you, your practice and your clients.<\/p>\n

When I\u2019m working with an accountant who feels overwhelmed by the number of things they could be doing, our starting point is usually to establish what matters most.
What are they trying to achieve? What\u2019s getting in the way? Which activities consume time without adding much value? And what would they do with the time if they could recover some of it?<\/p>\n

Those questions are just as relevant to AI adoption.<\/p>\n

Rather than exploring every available tool, identify one recurring activity in your firm where AI might make a meaningful difference.<\/p>\n

It could be preparing an initial draft of a routine communication, summarising internal meeting notes or helping develop a first version of a procedure.<\/p>\n

Choose something manageable. Learn what works. Understand the limitations. Then decide whether it\u2019s worth extending the approach.<\/p>\n

The time required to explore AI is a genuine cost. But so is the time spent continuing with inefficient working practices simply because nobody has examined the alternatives.
Not having enough time to investigate AI may be a reason to start small. It isn\u2019t necessarily a reason to keep putting it off.<\/p>\n

4. We can\u2019t see a convincing return on the investment<\/strong><\/p>\n

This is where I think some of the enthusiasm surrounding AI needs challenging.
We\u2019re frequently told that AI will save accountants hours every week. Occasionally, the claims are even more ambitious.<\/p>\n

But saving time on an individual task doesn\u2019t automatically translate into improved profitability.<\/p>\n

If a task that previously took an hour can now be completed in twenty minutes, that\u2019s potentially useful. But what happens to the forty minutes?<\/p>\n

Does the accountant use that time to complete more chargeable work? Improve client service? Develop additional business? Or does it simply disappear into the normal pressures of the working day?<\/p>\n

And what about the time spent checking the AI\u2019s output, correcting errors and learning how to use the technology effectively?
Those costs need to be considered too.<\/p>\n

For a small practice, an AI licence fee may be relatively modest. The more significant investment could be the time needed to change established working practices.
I would be wary of anyone promising a substantial financial return before they understand how your firm operates.<\/p>\n

Equally, I wouldn\u2019t conclude that the absence of a clear return means there\u2019s no value in exploring AI.
It means we need to establish what we\u2019re measuring.<\/p>\n

If the objective is to reduce the time spent preparing routine correspondence, establish how long that work currently takes. If the objective is to improve turnaround times, understand the existing position.<\/p>\n

Then test whether AI makes a measurable difference, allowing for the time needed to review and correct its output. And bear in mind that the speed with which AI is developing means that you should revisit your decisions at least once or twice a year!<\/p>\n

There\u2019s a wider commercial consideration here.<\/p>\n

Some accountants are still operating with pricing models that reward time spent rather than value delivered. In those circumstances, becoming more efficient doesn\u2019t necessarily improve the firm\u2019s financial performance. It could mean lower fees as you\u2019re working faster ;-(<\/p>\n

In this regard, AI may expose a weakness in your business model rather than solve it.
That\u2019s worth understanding before investing heavily in new technology.<\/p>\n

An unclear return isn\u2019t a reason to abandon AI. It\u2019s a reason to establish what you\u2019re trying to improve and how you\u2019ll recognise whether it\u2019s working.<\/p>\n

5. Our existing systems and people are doing the job perfectly well<\/strong><\/p>\n

This is perhaps the most comfortable argument of all.<\/p>\n

The firm is profitable. Clients are happy. The team knows what it\u2019s doing. Why introduce something that could disrupt a perfectly satisfactory business?<\/p>\n

There is no obligation to adopt technology simply because it\u2019s available.<\/p>\n

I\u2019ve seen enough changes in accountancy over the years to know that not every development delivers what its advocates promise.<\/p>\n

But there\u2019s a difference between making a considered decision not to change something and assuming that the current approach must remain appropriate because it has worked in the past.<\/p>\n

Accountancy firms have already been through several substantial technological changes:
Desktop software, cloud accounting, digital document management and electronic communication have all altered how we work.<\/p>\n

Not every firm adopted those developments at the same pace. Nor did every early adopter make sensible decisions.<\/p>\n

But the underlying question was never simply whether the existing way of working was adequate.<\/p>\n

It was whether a different approach could help the firm deliver its services more effectively.<\/p>\n

AI deserves the same consideration.<\/p>\n

It may be particularly useful in areas where experienced staff spend time on repetitive activities that don\u2019t require their full professional expertise.
That doesn\u2019t mean replacing their judgement. It may mean allowing them to apply it where it adds more value.<\/p>\n

And there\u2019s another dimension to this. Much of what makes a successful practice work exists in the heads of its people. Their knowledge of clients, their understanding of the firm\u2019s procedures and the judgement they\u2019ve developed over many years.<\/p>\n

Exploring AI may encourage firms to document some of that knowledge more effectively, although technology alone won\u2019t achieve it. That could be valuable regardless of how extensively AI is eventually adopted.<\/p>\n

Having a successful practice today is a good reason to be selective about change. It isn\u2019t a reason to assume there\u2019s nothing worth improving. Another guest on my podcast insists that her team only explore new software and tech during their annual quiet period (in the spring).<\/p>\n

The uncomfortable truth about AI adoption<\/strong><\/p>\n

There\u2019s something else worth recognising. Despite the impression created by some of the more enthusiastic commentary, I don\u2019t believe many smaller accountancy firms are particularly far ahead in their adoption of AI.<\/p>\n

Some have certainly embraced it more enthusiastically than others. Some are experimenting with a wide range of applications, and some may already be achieving worthwhile time savings. But enthusiasm and effective implementation aren\u2019t the same thing.<\/p>\n

A firm may be using AI extensively without having properly addressed confidentiality, quality control, staff training or the commercial implications. It may be saving time without having worked out what to do with that time. And it may have adopted tools that subsequently prove less useful than originally anticipated.<\/p>\n

That\u2019s not a criticism of those firms. Experimentation is part of learning, and we should expect some false starts. But I think it\u2019s important that we accept that plenty oif accountants\u00a0 haven\u2019t yet made much progress with AI.<\/p>\n

Equally, nobody has ten years of experience of using today\u2019s generative AI tools in an accountancy practice. Even those who have moved quickly are still learning.<\/p>\n

The gap between firms may be growing in terms of familiarity and practical experience, but that doesn\u2019t mean the eventual winners and losers have already been determined.
In fact, this may be a particularly good time to start.<\/p>\n

There\u2019s enough experience emerging to learn from what others are doing, without having to assume that every early decision was the right one.
The important thing is to move beyond watching demonstrations and reading about possibilities.
At some point, you need to establish what AI could usefully do in your own firm.<\/p>\n

The real question isn\u2019t whether to adopt AI<\/strong><\/p>\n

What strikes me about the five objections I\u2019ve explored above, is that none of them is particularly unreasonable.
Mistakes matter. Confidentiality matters. Time and money matter. And successful working practices shouldn\u2019t be discarded without good reason.
But none of those concerns is resolved by ignoring AI.<\/p>\n

In fact, some become more significant if the firm has no considered approach to its use.<\/p>\n

A missing policy is a reason to write one. Uncertainty about accuracy is a reason to establish review procedures. An unclear financial return is a reason to measure what happens.<\/p>\n

The question I would encourage accountants to ask isn\u2019t simply, \u201cShould we be using AI?\u201d
It\u2019s this: \u201cWhat would we need to put in place to use AI responsibly, and where might doing so make a worthwhile difference to our practice?\u201d<\/p>\n

That leads to a rather more productive conversation. It also moves the discussion away from technology for its own sake and towards the sort of practice you\u2019re trying to build.<\/p>\n

For some firms, the immediate priority will be understanding the risks and establishing appropriate safeguards. For others, it will be identifying a useful application and making sure the time saved translates into a commercial benefit.<\/p>\n

And for many sole practitioners, the challenge won\u2019t be a lack of information. It will be finding the time and confidence to make decisions, put them into practice and review what happens.<\/p>\n

That\u2019s precisely the sort of discussion that benefits from having other experienced accountants to talk things through with, whether through mentoring or the Sole Practice Club.<\/p>\n

And, as I\u2019ve intimated above, it\u2019s the question we\u2019ve explored with dozens of guests on the Accountants\u2019 Success Secrets podcast.<\/p>\n

You don\u2019t need to become an AI enthusiast. Nor do you need to be the first accountant to try every new development. But you do need to make a considered decision about what AI means for your firm.<\/p>\n

And if you\u2019ve been using one of these five reasons to postpone that decision, perhaps it\u2019s time to have a conversation about what would need to change.<\/p>\n<\/div>\n\n","protected":false},"excerpt":{"rendered":"

\u2026.And why the arguments against AI may be more useful than many of the arguments for it. There is no shortage of people telling accountants that they need to embrace artificial intelligence. You\u2019ve been told it will transform your firms, revolutionise productivity and change the way we deliver services to clients. Perhaps it will. 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