You’ve invested in a new finance system that has the potential to transform the way your team works. But implementing your new system doesn’t guarantee great results.  

Why? Because even the best technology will fall short if your team doesn’t embrace it. 

And often, that’s exactly what happens. Teams resist change for a variety of reasons, from insufficient training to unclear benefits to simply being too burned out to take on something new. 

This resistance inevitably leads to low adoption, unclear ROI, and processes that might look good on paper but not in practice. 

Investing in the right finance system is an important first step. But true success can only be achieved when there’s alignment across people, processes, and technology. The most successful finance teams understand this and take an intentional approach to hiring, training, and leading that makes new systems stick. 

Why finance teams resist new AP systems

When finance teams resist change, they’re not doing it to be difficult. In many cases, it’s because they’re burned out and don’t have the bandwidth to take on something new. 

Finance teams are under more pressure than ever. They’re expected to handle a growing volume of invoices while working under tight timelines and maintaining high accuracy. Under these conditions, there’s little room for disruption – even if it’s meant to improve things. In fact, getting up to speed on a new system can feel like more work piled onto an already full plate. 

There’s also a natural level of risk aversion in finance. When processes are working, even if they’re not as efficient as they could be, teams may be reluctant to change them for fear of introducing errors or giving up control. 

When a new finance system is brought in without clear value or proper training, these teams often fall back to “the way things have always been done.” And really, who can blame them? 

No matter the reason, resistance to change inevitably leads to low adoption, underused functionality, and a new system that never delivers on its full potential.

If you want to see a real return on your investment, you must face this reality head on. Fortunately, it’s possible to overcome these challenges and get your team excited about new finance systems. It all starts with getting the right people in the right seats. 

How to retain + hire finance talent that embraces automation

Traditionally, organizations base their hiring decisions primarily on experience. For example, a finance team might seek out a candidate that’s already served in a similar role or one that has experience with the tools the team uses on a daily basis. 

That experience does matter. But it doesn’t always translate to success in a modern, systems-driven finance function.

As technology continues to evolve, the function of the finance team does too. Organizations must rethink the way they recruit so they can build a finance team that embraces new ways of working. 

The most effective teams seek out candidates who are comfortable with technology, curious how systems work, and open to change. They look for people who think in terms of the entire system, not just individual tasks, as well as those who are always looking for better ways to do things.  

In today’s environment, organizations don’t need more task executors. They need system operators. 

Organizations must also hire with scalability in mind. Someone who thrives with spreadsheets and manual processes may struggle as processes become more structured and automated. On the flip side, an employee with a track record of embracing change can turn into a system champion that boosts adoption among their peers. 

When you build a team with this mindset, new technology doesn’t feel like a disruption. It’s just a natural extension of the way the team works. And when you build and foster a culture that embraces curiosity and innovation, it makes future system implementation a whole lot easier. 

Position the system as a benefit instead of a burden

One of the most common mistakes finance leaders make when rolling out a new system is leading with features. But a laundry list of features doesn’t answer the question your team actually cares about: How will this system make our jobs better?

To drive adoption, you need to clearly convey how the system will produce tangible benefits your team members will see every day. 

That value will look different depending on the role. For example, let AP clerks know they’ll spend less time inputting data and chasing down approvals. Controllers will experience better visibility, fewer errors, and more confidence in the data. And CFOs can look forward to faster close cycles, better controls, and more time for strategic work.

It’s also important to acknowledge that employees may fear technology will replace them – whether they say it aloud or not

Assure teams that this couldn’t be further from the truth. The new system will eliminate (or at the very least, reduce) many of the most tedious parts of their jobs so they’re empowered to be more effective and focus on higher-value work. 

With the right positioning, your team will stop seeing the system as yet another thing to add to their never-ending list. Instead, they’ll see it for what it is: a system built to make their lives easier. When teams understand the value, adoption will grow – and so will ROI. 

How to train your finance team on a new AP system

Most organizations provide some form of training when they roll out a new finance system, but often, it’s a one-off event. A single onboarding session may provide a great introduction to the system, but on its own, it doesn’t build confidence or long-term proficiency. Real adoption requires ongoing learning and reinforcement. 

Generic, one-size-fits-all training is often the default. But when training isn’t relevant, it doesn’t stick. That’s why it must be tailored to each role and based on how they’ll actually be using the system. 

For example, AP clerks must be trained on how to process invoices in the new system. Controllers, on the other hand, need training in managing approvals, reporting, and exception handling. Teams don’t need to know about every single feature. They just need to know how to do the tasks they perform daily.

Remember that learning takes time. No one will become an expert on a new finance system in a single session. Tactics like follow-ups, refreshers, and ongoing support reinforce learning so that it actually sticks. 

Another powerful strategy is to leverage internal champions. Identify people who are comfortable, confident, and energized about the new system. These champions can serve as a go-to resource for the rest of the team. 

Finally, normalize the learning curve right from the start. Mistakes and questions are an expected part of any system implementation. When leaders acknowledge that upfront, teams feel less pressure and are more inclined to engage, experiment, and ask questions.  

Training is a crucial part of any system’s implementation. But to truly drive adoption, it must be continuous, relevant, and supported.

How to embed AP system adoption into daily workflows

Teams may view a new system as optional. They’re aware that it’s there, but they still fall back on spreadsheets, email, and manual workarounds. This might seem harmless. But over time, the system becomes yet another tool in a disconnected stack, rather than the place where work is done. 

To avoid this problem, adoption must be embedded directly into your processes. If invoices are supposed to be processed, approved, and tracked in one place, make sure teams know this is the standard. 

It’s important to eliminate parallel processes whenever possible. As long as manual workarounds exist, people will continue to fall back on them. When you remove them, it forces alignment and reinforces that the system is where work is done. 

Setting clear expectations is also a must. Your team must understand that the system isn’t optional. It’s how they’re expected to operate from here on out. 

Finally, measure what matters by tracking metrics such as system usage, cycle times, and error rates. When leaders consistently review and reinforce these metrics, they underscore the system’s importance and make adoption visible. To help you put this into practice, here’s a Stakeholder Mapping Spreadsheet you can use to identify champions, outline pain points, define priorities, and keep adoption accountable across your team.

When adoption is built into your processes, a new system no longer feels like something that’s being pushed on your employees. Instead, it simply becomes the default way your team works. 

Why leadership alignment is critical to AP adoption

When it comes to new technology, teams take their cues from the top. If leadership isn’t actively using and discussing the new system, it sends the message that it’s neither a priority nor mandatory.  

That’s why it’s critical for leaders to actively use and reference the system in their day-to-day work. Reference it during meetings, ask questions about the data, and celebrate wins and improvements over time. This makes it clear the system is important – and not optional. 

At its core, this is a cultural shift. You’re moving from “this is how we’ve always done it” to “this is how we operate today.” That shift is only possible if leaders model it and make it the standard. 

The right tools keep teams engaged

Employee retention is an ongoing challenge. While there are a number of reasons why employees decide to leave a company, it’s often because their expectations aren’t being met. 

Modern finance professionals don’t want to spend their time keying in data, chasing approvals, or fixing an endless stream of errors. They want efficient workflows, less manual work, and tools that make their work easier, not more complex.

When teams are forced to use a combination of manual processes and disconnected tools, they burn out. Burned out employees are less productive and more likely to leave the business. When they do, organizations must sink time and resources into hiring, onboarding, and training new team members – only to turn around and do it again the next time someone leaves.

On the other hand, when teams have the right systems in place, work feels more manageable. In addition, employees feel supported to do their best work and have more time to focus on more fulfilling tasks. As a result, teams are more engaged and productive, and retention improves.

In a competitive hiring market, this is a real advantage. Finance teams that invest in strong systems and properly train employees to use them to the fullest are better positioned to build and retain strong teams. 

Here’s where AP automation fits in

Accounts payable is a core function of any organization. But it can also be one of the most manual and time-consuming areas of finance. 

By now, most teams use a blend of automation and manual processes in AP. While this approach may seem like progress, it’s rife with inefficiency. Teams are left with disconnected systems and manual processes, and spend much of their time overseeing handoffs. This approach doesn’t relieve the pressure on stretched teams. It only adds more complexity. 

This is what makes AP such a high-impact opportunity. 

When implemented and adopted effectively, a unified AP automation system streamlines the entire procure-to-pay process. There’s less manual work and fewer errors. Plus, teams have a single source of truth for tracking and visibility. 

Of course, a great AP automation platform doesn’t guarantee results. It’s all about how your team uses it.

When teams are properly trained, and adoption is high, they spend less time processing invoices and more time analyzing spend, improving controls, and supporting the business.

A solution like Ottimate can make all the difference. By combining automation with intuitive workflows and built-in controls, the platform helps teams reduce manual work while gaining the visibility and confidence they need to be more effective.

With the right AP system in place and a strong adoption plan, processes are faster. But even more importantly, finance teams are more empowered. 

What great looks like: a fully adopted AP system

It’s clear that a finance system implementation can only be successful if adoption is high. But what does success look like?

In high-adoption teams, there are no shadow processes. Invoices aren’t tracked in spreadsheets or approved via email or water cooler conversations. Instead, everything flows through a single system.

There’s always real-time visibility into where things stand. Teams don’t have to chase down status updates or second-guess the numbers.

In a fully adopted AP system, users aren’t hesitant or prone to return to the way things used to be done. They’re confident with the system and empowered to do great work.

The impact is clear. With the right finance system in place and a team of confident, capable users, finance becomes faster, more accurate, and more strategic. 

Systems don’t drive change—people do

The right technology can transform the finance function. But a new system is only as effective as the team that’s using it.

Focus on building a strong team. Hire for adaptability, not just experience. Provide training so every role can confidently embrace the system to its fullest. And lead in a way that sets expectations and reinforces new ways of working.

When these elements come together, AP automation becomes a force multiplier for your team. Processes become faster and more accurate. Teams become more engaged and productive. And finance shifts from reactive to strategic. 

Ready to implement an AP automation system that your team will be excited to use? Book a demo to see how Ottimate helps finance teams drive adoption, efficiency, and impact. 
Looking for resources to boost adoption at your organization? Check out this stakeholder mapping tool to track user engagement and identify your internal champions.