research report
The People Problem in Accounting
Half of UK accounting firms say the biggest barrier to advisory growth isn't time. It's that their teams are built for compliance, not advisory. New research from 500 senior decision-makers reveals why freeing up capacity won't fix a skills problem.
Joris Van Der Gucht
Founder & CEO, Ravical
94%
Would not convert freed-up time into advisory revenue, even with 20% more capacity.
50%
Say the primary barrier is a skills mismatch: teams built for compliance, not advisory.
The skills gap the industry isn't talking about
When asked what would happen if technology freed up 20% more capacity, only 6% of firms said they'd convert it into advisory revenue. The rest pointed to obstacles that have nothing to do with time: teams trained for compliance, not for spotting or selling advisory work. No systematic process. No preparation infrastructure. The intent is there. 48% of firms say advisory expansion is their primary strategic focus over the next three years. But 96% believe they already see every advisory opportunity across their client base, while a third of their clients' advisory spend still goes to other providers. This report, based on a Censuswide survey of 500 senior decision-makers at UK accounting firms, unpacks why the gap between advisory ambition and advisory delivery is widening, and what it takes to close it before compliance margins narrow further.
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The People Problem in Accounting: 50% of UK firms say skills gaps block advisory growth.
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