Are you ignoring the risk of 'it's over if that person quits'?

According to a survey by Miroku Jyoho Service titled 'Survey on the Work Styles and Practical Troubles of Accounting Staff,' the number one work-related concern is 'personalization of tasks' at 50.0%. This is followed by 'complexity of tasks' at 43.1% and 'high volume of work' at 32.0%. In other words, one in two people in accounting departments feels that 'there are tasks that only I know how to do'.

'If that person isn't here, this work won't get done'—isn't that the situation in your company as well? Today, I would like to address head-on the risk of 'personalization,' which is something that small and medium-sized business owners tend to ignore the most.

Why is personalization ignored?

Even if you understand in your head that personalization (a state where only a specific person knows how to do a task) is dangerous, many small and medium-sized enterprises (SMEs) fail to take action. The reason is simple: 'Because it's working right now'.

As long as the person in charge comes to work every day and does their job as usual, personalization does not surface. The problem becomes apparent only when that person quits, takes a long-term leave due to illness, or suddenly resigns after being unable to take time off during a busy season and becoming exhausted.

A January 2025 survey targeting the construction industry found that 74.1% of managers feel there is 'personalization of tasks' (Source: Ishida Data Service, 'Personalization Risks and DX Solutions in the Construction Industry'). This is not limited to the construction industry. The smaller the SME, the wider the scope of each person's responsibilities, creating a structure where personalization is more likely to progress.

The background behind why personalization is ignored includes the following circumstances:

・Busy with daily tasks and no time to create manuals
・The mindset of veteran employees that 'it's faster if I do it myself'
・The president themselves being optimistic that 'it will somehow work out'
・There is no one who understands the overall picture of the work in the first place

If this state continues, the company cannot escape the state where 'the work is attached to the person.' The resignation of a person in charge means not just a reduction in staff, but the loss of operational know-how. According to a survey by Yano Research Institute, the domestic BPO (Business Process Outsourcing) market in fiscal year 2024 reached approximately 5.0787 trillion yen, a 4.0% increase from the previous fiscal year. Furthermore, there are reports that in the first half of 2025, the BPO adoption rate among SMEs increased by approximately 12% compared to the previous year. The era where 'outsourcing = something for large companies' is already coming to an end.

As we reach the end of the fiscal year, many business owners are likely busy with closing accounts. I want those who have felt, 'Will I have to repeat this busyness every year?' to read this article.

Why is BPO spreading to SMEs now?

The background behind the BPO market exceeding 5 trillion yen includes its penetration not only into large companies but also into SMEs. Over the past few years, with the spread of low-cost cloud accounting software (accounting software that can be used via the internet), BPO services that link with them have spread to mid-sized and small enterprises as well (Source: Yano Research Institute, 'Survey on the BPO Market,' 2025).

So, why have SME owners started choosing BPO? The main reasons can be summarized into the following three points:

Prolonged difficulty in hiring: Even if you try to hire dedicated accounting or general affairs staff, you rarely get applicants even after posting job ads. Even if you do hire someone, it is not uncommon for it to take more than half a year for handover and training.

Lower costs for cloud tools: Cloud accounting software such as freee and Money Forward can now be used for a few thousand yen per month, making real-time collaboration with external partners easier.

Change in purpose: While 'cost reduction' was once the main purpose of outsourcing, entering 2025, it has shifted to strategic purposes such as 'creating time for the president' and 'focusing on core business'.

In your company, who is responsible for accounting and general affairs? Is it left entirely to the president or to 'someone who can do office work somehow'?

Learning from the Ajinomoto case—what changes by 'delegating'?

Although it is a case of a large company, it has been reported that Ajinomoto Co., Inc. introduced BPO to its accounting and finance department, reducing practical man-hours by 80% (Source: Neo Career, 'Successful Outsourcing Introduction Cases'). Of course, the situation is different between a company with tens of thousands of employees and an SME. However, what this case shows is the fact that 'routine tasks can be outsourced'.

Looking at SMEs, a column by BPIO, which provides accounting outsourcing services, introduces the following case: A company that suddenly lacked personnel due to the resignation of an accounting staff member outsourced its accounting work to an external partner. At the same time, they reviewed their work flow and created manuals, building a system that allows for smooth handovers even after hiring a new person (Source: BPIO Co., Ltd., 'Should SMEs Outsource Accounting?').

What I want to highlight here is not simply that 'we outsourced because we were short-staffed,' but rather that outsourcing served as a catalyst for organizing our operations. To outsource, you must first articulate 'what you are doing.' In that process, you often discover unnecessary tasks or redundant procedures.

Deciding 'what to outsource' is actually the most difficult part

When people hear BPO, they might think, 'Then I should just leave everything to them.' However, I do not believe that is the right answer.

The most important aspect of outsourcing is the process of separating your company's operations into 'core' and 'non-core' tasks. Tasks directly linked to management decisions or building customer relationships should remain in-house. On the other hand, 'repetitive tasks with established rules'—such as monthly bookkeeping, invoice issuance, payroll calculation, and attendance tracking—are highly likely to be suitable for outsourcing.

If you outsource without performing this 'separation,' the following failures will occur:

・As a result of dumping everything on the outsourcing provider, no accounting know-how remains within the company

・The scope of the contract is ambiguous, causing additional costs to balloon

・Quality fluctuates every time the outsourcing provider's representative changes

Conversely, if the separation is done well, the president will no longer be tied up with processing vouchers at the end of the month, allowing that time to be dedicated to sales or business planning. If you could outsource 20 hours of administrative work per month, that would be 240 hours per year. Converted into business days, that is about 30 days.

When you divide the work in your company into 'jobs only the president can do' and 'jobs that don't have to be done by the president,' try counting how many hours the latter takes per month.

Now, at the end of the fiscal year, is the time to 'take stock' of your operations

The end of the fiscal year is a busy time for closing accounts, but it is also the perfect opportunity to reflect on whether your current operational structure is truly optimal.

What I would like to propose is to confirm the following three things for the next fiscal year:

・Creating a list of recurring monthly tasks: Write down what is being done, by whom, and how much time is spent on accounting, general affairs, order processing, and billing.

・Identifying 'tasks dependent on specific individuals': Are there any tasks that would stop if that person were absent? If so, those are the prime candidates for documentation and outsourcing.

・Cost estimation for outsourcing: The market rate for accounting outsourcing for small and medium-sized enterprises is around 15,000 to 250,000 yen per month. Compared to the cost of hiring someone in-house (recruitment advertising costs + salary + social insurance premiums), outsourcing is often cheaper.

The important thing is not to rush to a conclusion about 'whether to outsource,' but first to visualize your company's operations. Once you can visualize them, you will have the material needed to make a decision.

Summary—From 'doing everything yourself' to 'winning by delegating'

Now that the BPO market has exceeded 5 trillion yen, entrusting operations to external partners is no longer an exceptional choice. What matters is the judgment of what to keep and what to delegate.

Now, at the end of the fiscal year, the very busyness you feel is packed with hints for thinking about 'next year's systems.' If you feel even the slightest discomfort with your current operational structure, start by taking stock of your operations. From management that 'does everything itself' to management that 'wins by delegating.' That first step starts in a surprisingly simple place.

ShakeHands LLC

A business partner that organizes labor shortages from a structural perspective.
You are short on staff. But 'hiring' is not always the right answer.
ShakeHands LLC is a partner that addresses labor shortages and business expansion for small and medium-sized enterprises, organizing options such as hiring, outsourcing, and AI utilization to design the optimal strategy.
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