I’ve been with F&C for almost two decades. In that time, I can recall at least 10 different workspaces I’ve used. Each time I’ve had to pack up and move my stuff, I keep less. I like minimal clutter. Since my last move, I’ve basically contained all my office possessions to a single, old school filing cabinet. Four drawers. I know where everything is. Honestly, I don’t get in the filing cabinet much. Less is more!

Filing cabinets are something of a lost commodity… I’m actually not even sure commodity is the right word. We live in a digital age and the need for filing cabinets continues to diminish. It works for me because it is simple. It’s all I need. As I stated above, I know where things are at and it allows me to be more efficient. I’m using this filing cabinet as a metaphor for your accounting software. That’s not to say you don’t need bells and whistles with your software. You might benefit greatly from ALL the features. I would argue, however, that some of us have a ton of furniture and fixtures in our office and all we really need is a filing cabinet and a desk.

When considering accounting software, my experience is that clients get caught up on two big components: cost and capabilities. Don’t get me wrong, those are – by most standards – the most important elements of any software. Knowing what it does and how much it will cost certainly matters. Unfortunately, I’ve seen too many clients end up disappointed with their purchase because they didn’t ask the right questions. Here are a few pitfalls to watch out for when considering accounting software.

Pitfall 1: Focusing On Features

I have a healthy respect for salespeople. My wife will not allow me to go car shopping alone because people can sell me almost anything. I’m a sucker. It’s just important to keep in mind that when a vendor is demonstrating an accounting system they WANT YOU TO BUY, they are going to do their part to make you a believer in that system’s features. Again, I’m not talking trash on salespeople – this is literally their job. The pitfall is not listening and understanding the features, the pitfall if focusing more on the features than how those features will fit in your organization.

If someone were trying to sell me a bookshelf, it may be the nicest, most perfect bookshelf ever built. A good salesperson is going to focus on how great it is. The fact is, though, I don’t need a bookshelf. My filing cabinet meets all my needs. If I’m focused on the features, I might be convinced to buy it when in reality, it doesn’t fit my need.

Pitfall 2: Underutilizing System Capabilities

I have not done any legitimate research (maybe I will someday), but I’d be willing to wager at least 75% of accounting software users will admit there are functionalities within the system they do not use or do not know how to use. If you’re reading this thinking, “oh yeah, that’s definitely me…”, please know you’re not alone! I have a LOT of clients in this boat. All the features that got us to purchase the software in the first place are not used regularly, so we forget about them. Sometimes that’s okay – some features need to be forgotten. But often times we revert to an old way of doing things when it just isn’t necessary. Do your research. If there is a better way of doing something by leveraging the system, get your bang for your buck! I love Microsoft Excel as much as anyone, but it cannot be your failsafe if you’re paying for software.

Pitfall 3: Failing to Leverage that Vendor Relationship

I actually did some “sales” for F&C for a minute. I was not great at it. But in the process, I was able to get some real-life experience in the sales process I learned about in college. As a salesman, my job was to identify the target client, get the foot in the door, demonstrate the product, and close the deal. Then we had a team of people that would come in after the deal was closed and be the ongoing support function. Many accounting software companies follow a similar model. Unfortunately, once the software is implemented I see clients feeling like their support leaves with their salesperson. This isn’t always the case, but often the post-implementation period feels like a closed door. You should feel empowered to open that door! Even if it’s not the salesperson that helps you moving forward, there will be someone there that wants to offer support. Find that person and take advantage of it. Build that relationship so your software is working for you long-term.

Pitfall 4: Not Holding Up Your End of the Agreement

There are some common post-implementation themes I’ve seen over the years. These include:

• No internal system champion.
• No ongoing training plan.
• No documented internal procedures.
• No ownership of user permissions.
• Letting control configurations drift over time.
  
  

No matter how well you develop relationships with the vendor, they can only help those that want to help themselves. Think through the long-term plan for the software when purchasing, not just the implementation. Implementation is an uphill battle most of the time. We keep it an uphill battle when we don’t plan and execute appropriately. Do your part so the system can do its part.

Pitfall 5: Treating the System as Static

Our IT department sent out an “urgent” memo the other day telling us to update our internet browsers. There was a critical patch to keep us secure. I don’t pretend to understand all of that, but what I do understand is things are always changing. Purchasing and implementing an accounting software can (and should) revolutionize your accounting processes. However, assuming that once the system is in place you are good to go is a mistake. There are always changes to be made, some as a response to something that wasn’t right in the software while other times it is an enhancement that may make life easier. Either way, a static system is a flawed system. Our world is changing much too quickly for there not to be need for updates. Watch for them!

Conclusion:

I’ve been in the Casino industry long enough to see a LOT of Accounting software. I will not pretend I don’t have some preferences. However, when clients have issues, it is rarely an issue with the software itself. Usually, the issues point back to implementation discipline, user adoption, vendor accountability, or lack of utilization. An accounting system should strengthen internal controls, reduce manual workarounds, support compliance, and improve decision-making. If it isn’t doing those things, the problem may not be the software — it may be how it’s being used.

In other words, you might not need a new desk. You may just need to get a better understanding of how your filing cabinet works!