Accountancy has long been viewed as a solid and respectable career. But over the past decade, the shine has faded. Applications for accountancy roles have declined significantly—by over 40% in some UK markets—and many firms are beginning to ask tough questions about the future structure of the profession.

So what’s really going on? And should we be worried?

The Decline in Appeal

When I entered the profession over 40 years ago, it was widely seen as a prestigious, secure, and intellectually rigorous career. These days, it competes for attention in a landscape full of sexier alternatives: tech start-ups, sustainability, fintech, and the creator economy. Even law—once just as traditional—retains a stronger image of purpose and impact. Accountancy, by contrast, still battles with outdated stereotypes: the bean counter, the spreadsheet warrior, the Bob Cratchit archetype stuck behind Scrooge’s ledger.

But here’s the thing: maybe we don’t need more accountants. Not in the way we think.

What If AI Is the Junior?

With the rapid rise of generative AI, machine learning, and process automation, much of what junior accountants used to do is being replaced or reimagined. Tasks like audit sampling, reconciliations, group tax computations, and even filing with HMRC are increasingly automated. As AI matures, it won’t just support the numbers—it will start analysing trends, diagnosing risks, and recommending strategic actions.

If that’s the case, what does the firm of the future really need?

From Accountants to Advisors

What we’ll need are consultants: professionals who can blend commercial insight, financial acumen, technology fluency, and relational skill to advise clients navigating change. But here’s the challenge: consultants don’t grow on trees. They take time to develop, usually with 5–10 years of hands-on experience across varied business environments.

So how do we nurture this kind of professional within the walls of a traditional accountancy firm?

A New Firm Structure

At theGrogroup, we believe the answer lies in radically rethinking the structure of the firm. The classic pyramid model—a wide base of trainees narrowing to a few senior partners—no longer fits the demands of the market.

Our vision for the modern professional services firm includes up to 50% of the workforce in non-accounting roles. We see future teams including:

• Programmers to streamline client systems and build automations
• Business coaches to support client transformation
• Project managers to ensure joined-up service delivery
• People managers to retain and develop talent
• Consultants to connect insights with impact across finance, strategy and change

These roles are not fringe—they will be core to delivering value in the next decade.

Why This Matters

This shift isn’t just about talent. It’s about value. As AI strips away transactional work, clients will judge firms not on how well they deliver compliance, but on how well they:

• Help them grow
• Make better decisions
• Build more resilient businesses

This means we don’t just need different people. We need a different mindset.

If you’re a leader in a professional services firm and ready to challenge your assumptions about the future structure of your firm, we’d love to talk.

At theGrogroup, we help firms design future-focused operating models, develop new talent pathways, and equip their people for a very different world.

Let’s stop asking, “Where are the accountants?” and start asking, “What kind of team will our clients need next?”