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Transform accounting’s busy season into an organizational asset

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For many accounting and finance teams, the fiscal year-end brings a cycle of intense workloads that can extend into the new year, as accountants and auditors work to close the books, address complex accounting issues, and manage escalating audit demands. This grueling “busy season” can also limit accountants’ ability to provide strategic insights to their organizations. 

Rising stakeholder expectations and a growing talent crisis due to seasonal burnout underscores the need for a shift in year-end audit preparations. By embracing forward-thinking practices, CFOs and accounting leaders can alleviate the pressure on their teams and turn busy season into an opportunity for innovation and value creation.

Reframing the year-end “inevitable”

Most companies wait until the fiscal year-end to tackle the more nuanced accounting issues, such as impairment analyses and revenue recognition adjustments, which adds stress to accountants’ already limited resources. Valuations, impairment analyses and documentation for M&A transactions are often squeezed into year-end, resulting in bottlenecks as companies compete for the same specialist resources. This surging demand, coupled with resource constraints at providers, drives up costs as specialists become increasingly scarce during this time period. 

The pressure of these time-sensitive requirements is a major contributor to the shortage of accounting professionals. These various pressures also frequently cause a company’s accounting and finance function to be overburdened for the first couple months of the year and unable to shift their focus to strategic annual planning until the first quarter is nearly over. To prevent this reactive cycle, the time to shift to more strategic audit preparation is now. 

A successful audit cycle starts with sound project management. Companies should assign a dedicated in-house point person or qualified advisor to oversee the audit process. This person should prioritize the prepared-by-client list from the auditors and critical items such as impairments, recording M&A transactions, going concern analyses and other complex accounting in relation to restructuring debt and equity financing arrangements. Taking a proactive, methodical approach to the audit cycle will help streamline the process during busy season. 

Embracing AI and automation for a strategic shift

Implementing new tools and technologies can elevate the abilities of the accounting and finance team during and beyond busy season. Other professions have managed to modernize and streamline their workflows, but the office of the CFO has often been more hesitant to adopt technologies that could alleviate the demands of busy season. The rise of automated and AI-enabled technologies presents new opportunities to streamline the audit cycle. Process improvements and AI-powered tools can potentially manage intensive data-crunching tasks and free up accountants’ time to focus on interpreting results, responding to auditor’s priorities, and building more strategic relationships with their stakeholders.

For example, AI has the potential to identify data anomalies in financial performance before they arise, reducing the last-minute rush and helping accounting teams manage their workflow more effectively. Automation can help ensure audit-related tasks are completed earlier, allowing teams to bring greater focus to more complex issues with greater strategic importance. AI can revolutionize the accounting profession and reduce pressures during busy season by enhancing efficiency and risk mitigation through its automation and real-time insights.

As AI becomes increasingly integral to audit and accounting, however, professionals must navigate and proactively manage the related risks. To mitigate these risks, accounting teams should integrate AI tools thoughtfully, ensuring both human oversight and robust governance. Companies must implement strict policies for AI development, testing and changes, focusing on the financial reporting impacts. Continuous monitoring, audit trails and segregation of duties are crucial to maintaining transparency and preventing errors. For example, AI systems that automate journal entries should have controls in place to verify the accuracy of the entries and detect any anomalies. 

Reclaiming value: the accountant as strategic advisor

In the current cyclical model, many accountants spend the first quarter of the new year working solely on the previous year, limiting their ability to provide their organizations with meaningful strategic insights. Alleviating pressure during busy season can allow accountants to play a larger role in providing forward-looking insights that help guide business strategy. This shift would not only elevate the responsibility of the profession but also help address some of the burnout issues that have exacerbated the current talent gap. 

Moving away from reactive year-end cycles is essential for the long-term growth of the accounting profession. Embracing automation, ensuring continuous audit readiness, and positioning accountants as strategic advisors can help move busy season from a yearly hurdle to a time for growth and impact. By planning ahead and leveraging new technologies, leaders can strengthen their organization’s future by bringing efficiency and strategic insight to the year-end audit process. 

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Accounting

Investors urge companies to adopt AI

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Investors are bullish on AI, with the vast majority urging companies to upskill their workers to better leverage the technology, as they believe it will make them more productive and profitable in the long term. 

This is according to Big Four firm PwC’s annual Global Investor Survey. PwC polled 345 investors and analysts across 24 countries and territories in September and conducted in-depth interviews with 14 investment professionals. It found that a comfortable majority—73%—of the survey respondents said companies should deploy AI solutions at scale, likely because 66% expect the companies they invest in to deliver productivity increases from AI over the next 12 months, with 63% expecting revenue increases and 62% expecting it to increase profitability. 

While there have been some public anxieties about AI replacing workers, many investors do not see a tension between the two forces. The survey found that 31% believe AI will have little to no impact on headcount at companies, and a further 32% believe AI will actually lead to businesses hiring 5% more people than before. The report did not mention what the remaining 37% thought on this topic. 

“Investors expect to see real outcomes from GenAI over the next year and recognize that achieving this will take investment in people and upskilling, as well as technology,” said PwC global assurance leader Wes Bricker. “Management can expect scrutiny on how they deliver AI productivity gains and support for an approach that extends beyond the tech itself to reinvent the way businesses operate.”

Aside from AI matters, the survey also found that investors are generally optimistic about the global economy, with slightly more than half—51%—saying they believe it will grow over the next year, with fewer concerns about inflation and macroeconomic shocks. However, it is a cautious optimism, as they also cited cyber risk and geopolitical conflict as possible spanners in the works. With these risks remaining top of mind for investors, 86% of the respondents indicated that the ability of a company to manage through a crisis is an important factor in their investment decision-making, 60% of investors believe it is also very or extremely important that companies re-think their business models in response to supply chain instability, and 68% said they should increase their investment to de-risk them.

Investors are looking for more information beyond what is on the financial statement. In particular, they are craving more information on corporate governance (40%) and innovation (37%). They tend to get this information through investor-focused communications and direct dialogue with the company. Fewer investors say they are relying on the financial statements and note disclosures, with the proportion of investors reporting that they rely on them to a large or very large extent going from 66% to 55% compared to last year. As investors look to qualitative data, AI may provide significant opportunities in analyzing information published by companies. Nearly two-thirds (62%) said it has significantly or moderately increased their ability to do so.

“Reliable information is the lifeblood of capital markets, yet today’s pervasive flow of data can be a blessing and a curse,” said Kazi Islam, global assurance strategy and growth leader for PwC US. “The expectation on business leaders is to communicate to investors what is material to their business, doubling down on transparency and consistency to ensure they are building trust through communication. As AI provides the capability needed to sift easier through these qualitative and quantitative data, ensuring consistent and effective communication from company leaders is imperative.” 

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Accounting

The top people in public accounting — 2024

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As part of our annual Top 100 Most Influential People in Accounting list, Accounting Today asks candidates to name who they think are the most influential people in the field, and here they are, ranked by the number of votes they received from the 139 candidates.

The top nine are listed below, and you can see Accounting Today‘s full list of the Top 100 here.

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Accounting

Infinite Ties launches online CAS community

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Infinite Ties, an online community built for client accounting services professionals in the U.S., announced the official launch of its site at infinite-ties.com

The website was created to foster collaboration and the sharing of best practices and resources around CAS.

The founders of Infinite Ties (named for “Technology, Information, Education that leads to Success”) were early adopters in the CAS space.

“The CAS community can often feel like an island,” said co-founder Christine Triantos in a statement. “We recognize the need for CAS members to objectively discuss what’s working, what’s not working, technology solutions, and best practices. Infinite Ties aims to bridge these gaps and create a supportive, connected community.”

The online community’s training resources include monthly webinars, templates for common CAS practice requirements, and interactive forums.

“We have trained team members on specific CAS theory and techniques, and we also understand that finding CAS-specific training can be difficult,” Triantos stated. “Our goal is to provide accessible, high-quality training and resources to help CAS professionals excel.”

“We are passionate about CAS and wholeheartedly want to help CAS professionals be rockstars in this space,” co-founder Michelle Welch said in a statement. “Infinite Ties is not just a platform; it’s a movement towards excellence and innovation in CAS. We’re excited to see the positive impact it will have on the industry.”

Membership is $99 per month for up to five team members and more information is available on the website.

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