and 12 elements essential for success.
by marc rosenberg
rosenberg map survey
there are many ways to improve profitability in most cpa firms. but there are only four, time and time again, that have the highest impact:
plus: four more success drivers.
by robert j. lees
and august j. aquila
creating the effective partnership
so how do top accounting firms ensure their people operate cohesively and consistently in a highly networked organization?
the answer, in addition to ensuring they are engaged with the firm’s vision and want to play an active part in its delivery, is through an all-pervading set of values.
every successful firm we know has a set of values that are part of the firm’s dna. they drive people’s actions and help them to make the “right” decision should there ever be any doubt about which action to take.
but there are at least four more elements that distinguish the world’s leading professional services firms. read more →
and one more that too often gets overlooked.
by marc rosenberg
cpa firm management & governance
a cpa firm’s management and system of governance is comprised of several critical elements today. firms across the nation are making some tough choices on at least six issues: read more →
what 80% of firms agree on.
by marc rosenberg
the rosenberg survey
if partner compensation is the single most critical and sensitive aspect of cpa firm practice management today, then a close second is partner retirements and buyouts – the money partners receive for the purchase of their ownership in the firm when they retire or leave the firm due to death, disability, withdrawal or expulsion.
the amount of money involved is quite significant. roughly 80% of all firms consider the value of the firm to include: read more →
which is greater: the firm or the individual?
by robert j. lees
and august j. aquila
creating the effective partnership
the lifeblood of any firm is its ability to bring in new, profitable clients or expand the work it does for its existing clients. so bringing in new business is an essential element of the successful firms we’ve studied.
of course, not all partners are effective operating in an environment where they have no pre-existing relationships, whereas some find it easy. the key for any firm is to use its resources where they will achieve the best return rather than expect everyone to be good at everything.
regardless of which environment they operate best in, every partner must bring in new profitable business that enables the firm to grow and develop – and, critically, provides security of tenure for the firm’s people.
but truly great firms also have partners who make a habit of three more behaviors:
read more →