Accounting
Gen AI will upgrade you not replace you: KPMG
As the AI revolution continues apace, data has confirmed that generative AI is making some workers more productive and some companies more profitable, though this does not mean it’s a good idea to start cutting staff.
During a virtual roundtable hosted by KPMG last week, Pär Edin, the US AI go-to-market leader for the Big Four firm, said that there is hard data showing that, for at least some workers, generative AI has been paying dividends in terms of productivity, referencing research from last year finding that, on average, the technology has introduced
He referenced KPMG’s own research on top of this, which found that—after analyzing 10,000 companies—generative AI has a EBITA impact ranging from 3 to 17%, which is calculated as time freed up multiplied by the labor cost of that time, which he felt was a highly significant impact. Effectively, he said, generative AI has created an entirely new driver for productivity.
Kitreel – stock.adobe.com
“It varies by sector and company, but those are really, really huge numbers. This is an additional lever that didn’t exist 18 months ago. Now any company can pursue single-digit or low double-digit percentage points of improvement. Not overnight, but within a 12-36 month period using existing tools,” he said.
While all this does mean companies can do more with less, Edin warned that this does not mean companies should start reducing headcount. In fact, he said, generative AI is pretty terrible at fully replacing people, at least right now. While AI is often touted for its automation capabilities, he said over the past few years companies have found this was a flawed conception. The promise of generative AI, he said, isn’t so much in replacing people but augmenting them.
“It’s not a headcount-reduction tool in the sense some may have thought about. [Instead, it’s] really a task augmentation tool. We talked about how to get those numbers–you need to break down the entire workforce. I don’t mean headcount but tasks and activities. For every one of those, there are some pretty interesting benchmarks on how much time could be freed up by using better tools. Think of it more as a power tool for the mind than an automation factory,” he said.
He understands that this might not be what certain business leaders want to hear. Edin noted that he has had many conversations with finance and accounting leaders that basically come down to ROI. This isn’t always the easiest to measure, especially when it comes to AI tools, and so sometimes it can be difficult to communicate the benefits. If it’s not reducing the cost of labor, some wonder, what’s the point? Edin, though, felt that focusing on the cost of labor was missing the point entirely.
“The most likely case we discussed was not labor cost or headcount reduction but gradual market expansion. So, think of it as companies continuing to grow at the same or greater pace on the top line while not growing labor costs and headcount at the same rate—or even keeping them steady,” he said.
Given that, by definition, this is more about supporting future growth than directly creating it, he conceded it can be difficult to quickly make back the investment. This has led to a push and pull for accounting and finance leaders between wanting to implement AI for its productivity benefits while, at the same time, wanting to spend only on that which has a direct business case.
“There is a tug-of-war between wanting to fund this as much as possible, because it does drive productivity, but at the same time not being too overblown about what it will do when explaining this to the board or an investor. This is a balancing act between wanting to do it and being fiscally responsible,” he said.
It may be easier to directly communicate the need to adopt AI in the future. Edin broke AI development down into three phases: retooling, reengineering and reimagining. The first phase, retooling, is about doing the same job with the same person and role but just more efficiently than before. He noted most companies are in this phase, rolling out pilots and training their staff. The second phase, reengineering, is where workflows themselves are changed to include AI, which he said serves to free up time and enhance efficiency by not just doing the same job but faster but doing a better job overall. Some companies, he said, are just entering this phase. Finally, reimagining is something few to no companies are doing now: thinking about AI as it applies to the entire business model.
“This is when you think about disruption. Will your entire business model be wiped out? Or will you disrupt others? You might go lower in the value stack, or even enter a different market entirely using this technology,” he said. “These phases are somewhat sequential but are happening in parallel depending on the company. Most companies sit somewhere between the first two phases.”
Agentic AI—where bots are given limited autonomy and initiative—may place companies between the second and third phase, but even then he said it will not mean the end of human involvement.
“There will be many types of tools. Even in an automated factory, you still have wrenches and screwdrivers. It will be an ecosystem. We’ll continue to use many different tools. The AIs are great because they’re flexible—they can do things they weren’t originally designed to do, and they can get better,” he said.
Let’s face it: Clients of accounting firms come with unique, continuously evolving needs, which can make streamlining operations something of a moving target.
But in the realm of client accounting services, improvements in one area — travel and expense management — can have an outsized effect on maximizing efficiency. In pursuit of this goal, more firms are embracing integrated T&E solutions, which help them standardize their tech stacks.
However, not all T&E management solutions are created equal. And one feature in particular can give accounting firms a distinct advantage over the competition: enabling their clients to choose whichever credit card they like. Here’s why.
The changing face of T&E management
Traditionally, T&E inhabited separate worlds, and companies used separate applications to manage both. This legacy process has been fraught with inefficiencies, such as reconciling credit card statements and ensuring compliance with company policies. The result: a heavy load of busywork for admins — and a large number of headaches.
Once the benefits of merging travel and expense became clear, a single platform was as inevitable as it was game-changing. Today, modern solutions have brought travel booking, expense reporting and reimbursements together and automated many of the processes to a transformative degree. For some of these solutions, the innovations don’t stop there.
The case for flexibility
T&E platforms can differ in important ways, but the technology behind almost all of them mandates that customers switch corporate cards. Until recently, adopting the platform’s prescribed card was the only way to reap the rewards of a modern T&E solution. It’s been all or nothing.
Changing cards, however, can easily complicate a client’s overall financial ecosystem. And some clients simply don’t want to switch. In a recent survey, 71% of business travelers said they were happy with their corporate card solution but that their expense management platform doesn’t always support their needs. So why should they have to switch?
They don’t. Technology now exists that allows customers to bring their own cards — a flexibility that offers important advantages to accounting firms and their clients. These include:
1. Client autonomy and satisfaction: Clients may have strategic financial agreements, loyalty programs, or credit limits with their existing cards. Offering a platform that adapts to their needs rather than forcing a change strengthens client satisfaction and trust.
2. Tech stack standardization: Platforms offering card flexibility make it easier for accounting firms to standardize their tech stacks. Why work with more vendors and more complexity than necessary?
3. Simplified finances and comprehensive reporting: Supporting multiple credit cards lets accounting firms provide their clients with a more seamless integration into existing financial systems. Firms can more effectively capture comprehensive financial data, providing deeper insights and facilitating more robust financial analysis and reporting. It’s a holistic approach that aligns perfectly with the CAS model, by augmenting advisory capabilities with richer data sets.
4. Empowered negotiations and business relationships: The flexibility to select credit cards can empower clients in negotiations with financial institutions, potentially securing lower fees or enhanced bonuses. By allowing any credit card, firms can foster strong business relationships with clients who appreciate the autonomy and empowerment this choice provides.
5. Adaptability to multiple client requirements: Within the CAS model, firms may deal with a diverse clientele across various industries. Each client might have distinct policies, vendor relationships or geographic considerations that influence their choice of credit cards. An adaptable T&E platform mitigates the friction of onboarding and accommodates a wider array of client needs, ultimately enhancing a firm’s versatility and market reach.
Looking beyond the status quo
Delivering value is what every accounting firm wants to do for its clients, and an integrated T&E platform with flexible credit card options can help. Of course, the inverse is also true — restricting clients to specific credit cards may inadvertently limit their own adaptability and obstruct clients’ existing financial strategies.
Flexibility, adaptability and client-centric models are crucial for the future of T&E solutions, and key to what accounting firms can offer their clients. As the industry continues to innovate, platforms that marry robust features with client-first flexibility will lead the pack, setting a standard in service delivery that resonates across industries.
The bottom line is this: Providing clients with their choice of credit card clearly shows the firm is committed to a higher level of service, deeper insights and a more personalized client experience. For accounting firms advancing their CAS practices, this could be the linchpin for delivering enhanced client satisfaction and staying competitive in a dynamic market.
A federal court has greenlit the Internal Revenue Service to serve a John Doe summons on JustAnswer LLC, seeking information about U.S. taxpayers who were paid for answering questions as “experts” from 2017 to 2020.
The IRS wants the records of individuals who were paid by Covina, California-based JustAnswer, which operates a digital platform where the public pays for answers by professionals such as tax pros, doctors, lawyers, veterinarians and engineers.
In the
There’s no indication that JustAnswer has engaged in any wrongdoing in connection with its digital platform business, authorities said, adding that the IRS uses John Doe summonses to obtain information about individuals whose identities are unknown and who possibly violated internal revenue laws.
JustAnswer must produce records identifying U.S. taxpayers who have used its platform to earn income, along with other documents relating to their work.
“The gig economy has grown in recent years and with it, the concern for tax compliance issues has increased,” said Deputy Assistant Attorney General David Hubbert of the Justice Department’s Tax Division, in a statement.
“Like their fellow Americans who earn income through traditional means, U.S. taxpayers who earn income from digital and other platforms that comprise the gig economy need to pay their fair share of taxes,” added IRS Commissioner Danny Werfel in a statement.
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