marc rosenberg, author at 卡塔尔世界杯常规比赛时间 - page 4 of 42

two factors determine firm profitability

you’d think accountants could agree on a common definition. nope.

by marc rosenberg
the rosenberg practice management library

if you asked the president of a fortune 500 company or the owner of a restaurant to define profitability, they would be able to give a quick, definitive answer. not so with cpas.

surely, you’ve heard the story, perhaps apocryphal, of the company that was interviewing for a new cpa firm. only one question was asked of each candidate: “how much is two plus two?” the firm that won the bid gave the answer, “how much would you like it to be?”

more: don’t make firm profitability a goal | core values: why your firm needs them | voting on ownership basis? three better methods | fifteen big questions for your next strategy session
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the same can be true of cpa firm profitability. how do we measure it? you would think that the uncontested champions of measuring financial data, cpas, would have this down to a science. but such is not the case.
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management

don’t make firm profitability a goal

an example from outside the accounting profession.

by marc rosenberg
the rosenberg practice management library

it has been said that organizations should never have profitability as a goal. why? because profitability should be the result of an organization’s efforts, not its goal.

more: core values: why your firm needs them | five keys in compensating new managing partners | what partners do and don’t deserve | five steps to transition to partnership | disturb the present to improve the future
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profitability is a measure of success in accomplishing core business goals. the disney corporation probably says it best in their mission statement, which is short and sweet, but very powerful: “our mission is to make millions happy.”
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pro member exclusive

core values: why your firm needs them

plus 12 examples. which work for you?

by marc rosenberg
the rosenberg practice management library

core values are the attitudes and beliefs that define a firm’s culture and a critical ingredient in a successful compensation plan.

more: five keys in compensating new managing partners | top 20 tough choices for the partner comp committee | tell potentials what partnership takes | disturb the present to improve the future
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partners talk about the firm’s core values all the time, pointing out instances when someone’s behavior has clearly been impacted by them. these values are incorporated in processes throughout the firm, such as in the development and evaluation process, in the way income is allocated to partners, and in what raises are given to staff.
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pay & compensation

five keys in compensating new managing partners

plus five things the other partners should expect from their leader.

by marc rosenberg the rosenberg practice management library

outlook & analysis

remote work will see cuts; pe will trickle down

corporate form of governance is seeing more acceptance.

by marc rosenberg
the rosenberg map survey

editor’s note: every year, the rosenberg map survey asks the industry’s top consultants to share their observations from cpa firms across the country. how do you think the next 12 months will unfold? also, how would you assess the last 12 months?

private equity shows signs of trickling down to sizeable local firms (say $15-30 million firms).
the aging of baby boomers – ages 57-75 – continues but at some time in the next five years or so, their tremendous wave of retirements will abate somewhat and there may be fewer sellers.

more: three ways firms can succeed in 2024 | firms must choose best workplace model | outsourcing, remote work will help firms grow capacity, revenue | private equity leading to corporate-style cpa firms | five ways staff shortages are changing firms forever | partner incomes surge 11.4%
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artificial intelligence has ramped up its awareness in the cpa firm market. though many have warned of the negative impact of ai, its upward trend is relentless and knows no bounds.

pay & compensation

top 20 tough choices for the partner comp committee

production isn’t all that matters.

by marc rosenberg
the rosenberg practice management library

increasingly, cpa firms are adopting the compensation committee system for allocating partner income. firms are finding that systems such as formulas, pay based on ownership percentage or pay-equal no longer work.

more: voting on ownership basis? three better methods | what partners do and don’t deserve | tell potentials what partnership takes | fifteen big questions for your next strategy session | five steps to transition to partnership | disturb the present to improve the future
exclusively for pro members. log in here or 2022世界杯足球排名 today.

if there is one overarching cause for this significant trend, it’s that firms are understanding that their partners need to be something more than production machines. in addition to bringing in business, managing a client base and working billable hours (all of which continue to be important values in a compensation committee), partners need to excel in intangible areas such as helping staff grow and develop, developing specialized expertise and teamwork. the compensation committee is one of the best systems available to cpa firms to allocate income based on this diverse array of performance criteria.
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pro member exclusive

voting on ownership basis? three better methods

maybe one-partner, one-vote isn’t working.

by marc rosenberg
the rosenberg practice management library

most firms vote on a one-person, one-vote basis despite varying ownership percentages.

but is that always the best way? here are three better ways.

more: what partners do and don’t deserve | tell potentials what partnership takes | fifteen big questions for your next strategy session | five steps to transition to partnership | disturb the present to improve the future
exclusively for pro members. log in here or 2022世界杯足球排名 today.

voting done on an ownership percentage basis:

essentially “disenfranchises” the minority owners. their vote doesn’t mean much, and it becomes tantamount to not having a vote at all. when they have no vote, they tend to get disenchanted and cease acting like partners. they may eventually leave.
gives too much power to the majority owners.

pro member exclusive

what partners do and don’t deserve

man wearing suit, pointing one thumb up, one down

yes, there are limits.

by marc rosenberg
the rosenberg practice management library

partners are entitled to a lot. at some firms, they are virtually royalty. but that’s no way to run a firm these days.

a partner is entitled to:

1. attend partner meetings and retreats.

more: tell potentials what partnership takes | fifteen big questions for your next strategy session | five steps to transition to partnership | disturb the present to improve the future
exclusively for pro members. log in here or 2022世界杯足球排名 today.

2. have access to all confidential firm financial data.

3. receive a return on capital; repayment of capital when he/she leaves the firm.
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pro member exclusive

tell potentials what partnership takes

bonus: 27 suggestions.

by marc rosenberg
the rosenberg practice management library

cpa firm partners keep lots of things secret at their firms that should be open. one of them is a written document stating the firm’s criteria for making partner.

more: fifteen big questions for your next strategy session | five steps to transition to partnership | disturb the present to improve the future
exclusively for pro members. log in here or 2022世界杯足球排名 today.

the main explanation we hear for not having such a document is that they are afraid creation of this document will backfire. they are afraid that an underperforming staff will wave this document in front of the managing partner’s face, informing him/her that they have fulfilled all the criteria for making partner and demanding a date for coronation.
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fifteen big questions for your next strategy session

focus everyone on the big issues.

by marc rosenberg
the rosenberg practice management library

most firms spend their time at retreats planning for the future, forming goals and addressing pressing issues and problem areas. the problem areas aren’t day-to-day issues such as purchasing a new copy machine or revising the policy on sick days. the problem areas are more strategic: morale issues, recruiting problems, profitability, etc.

more: five steps to transition to partnership | disturb the present to improve the future
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here are some specific examples:
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five steps to transition to partnership

get your senior managers ready.

by marc rosenberg
the rosenberg practice management library

how are the duties and responsibilities of a new partner different from those of a manager? this is one of the grayest areas in bringing in new partners.

more: disturb the present to improve the future
exclusively for pro members. log in here or 2022世界杯足球排名 today.

ideally, there should be a gradual transition for new partners from their last two to three years as a manager to the first few years as a partner.
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innovation & change management

disturb the present to improve the future

five suggestions to help you compete.

by marc rosenberg
the rosenberg practice management library

to thrive in today’s tough and fast-changing market, accounting firms must become more agile and adaptable than ever before. but what are the characteristics of an agile, adaptable, quick-learning cpa firm? and how do you get that way?

more: new partners must be impact players | why partners can’t shirk performance reviews | what firms should address in partner agreements | 11 best practices for partner compensation | why buying into a firm is such a great investment | the business side of cpa firms | it shouldn’t take so long to make partner | three types of skills you need to become a partner
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my initial, somewhat amusing (probably just to me) thought was the credo for little league umpires (who in many communities are 14-18 years old):

be mobile.

be assertive.

be loud.

it may have more relevance to what follows than either of us might initially think.

pro member exclusive

new partners must be impact players

seven reasons why.

by marc rosenberg
how to bring in new partners

an impact player in sports is more than just a productive, loyal member of the team. the team relies on this player to be a consistent winner.

more: why partners can’t shirk performance reviews | twelve questions that prospective partners should ask | six systems used to determine partners’ goodwill payments | fifteen steps to new partner buy-in | four philosophies for managing a cpa firm | public accounting as a business, 101 | 16 steps to creating a partnership path
exclusively for pro members. log in here or 2022世界杯足球排名 today.

i’ve always liked this term to describe what a partner in a cpa firm should be. i like it so much that i inserted the term “impact” in the name of the partner self-evaluation form i offer.
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