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is your firm culture an asset or a liability?

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superhero businesswoman wearing shadow cape

leadership must drive it.

by anthony zecca
leading from the edge

“culture is like the wind. it is invisible; yet its effect can be seen and felt.” – bryan walker, partner and managing director, ideo

edge leaders are magnificent creators and stewards of a winning culture. i use the concept of “creating” because, regardless of what process is used to develop the culture of the firm, it is the firm leader who either gives life to it or modifies it through action and communication.

more by anthony zecca
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edge leaders reflect the firm culture in all their actions, and they focus on ensuring that the firm’s performance is achieved within the culture and roadmap (strategy) that creates a standout, high-performing firm.
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what ai ceo’s warning means (and doesn’t) for accountants

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five reasons your work is safe … if you’re doing the right work.

by hitendra patil
client accounting services: the definitive success guide

openai ceo sam altman has issued a fresh warning: some jobs are just going to go away. “totally, totally gone,” as reported by techspot. altman was discussing the effect of artificial intelligence on customer support roles and indicated that entire categories of work could be under threat.

for more a.i.: ask the 卡塔尔世界杯常规比赛时间 ai chatbot

more by hitendra patil: the dna of advisory-cas | advisory is not consulting | what exactly is client advisory services? | review your cas offerings | cas prospects want proof? you’ve got that | what ai ceo’s warning means (and doesn’t) for accountants | ditch the sales pitch | how to get cas clients to blow your horn | four questions for choosing cas clients | what is your firm’s marketable value? | seven tips for cas marketing | twelve things that kill your cas profits
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ai eliminating middle-class jobs immediately raises severe concerns. but what does it mean for accountants? while ai automation clearly targets customer support, accounting professionals should naturally wonder if their work is next.

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alexion.ai emerges from stealth with big-name leadership

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and a big vision for accounting ai.

lisa griffith, alexion.ai ceo and co-founder
ai advisors: clockwise from top right, boomer, smith, casas

by 卡塔尔世界杯常规比赛时间 research

alexion.ai is making its market debut with an ambitious goal: to decentralize, fortify and humanize artificial intelligence in tax and accounting firms by preserving the institutional knowledge firms lose when key people leave.

get more: ask 卡塔尔世界杯常规比赛时间 ai

more: ai is not your enemy; here’s why | padar, tolin, picpa launch xcellabs to drive ai skills | gen ai in accounting: epic transformation, or overheated hype? | eight steps to getting started with ai: a guide for tax professionals | how taxdome and juno just changed the tax tech game | big four vets launch $300m pe-backed, ai-powered cfo advisory firm | intuit fires back with agentic ai after xero nabs melio | steve yoss: ai’s power in assurance services | quick tech talks | jacob schroeder: ai won’t replace accountants—but it will reveal who’s replaceable |

the company is positioning itself as connective tissue for accounting practices, normalizing unstructured data, reconciling fragmented context and building ai-powered memory infrastructure. the platform, the company says, enables firm-specific agents to operate with trust, traceability and nuance.

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succession takes the driver’s seat in private equity boom

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pe specialists: top row: fligel, pellen, onefater. bottom: whitman, wurtzbacher, o’donnell

as wall street turns its eyes on mid-sized firms.

by 卡塔尔世界杯常规比赛时间

succession is fast emerging as the defining force behind the private-equity-fueled m&a surge, transforming the accounting profession.

partners in their late 50s, 60s, and 70s — many of whom never documented a transition plan — stare at retirement without successors. that urgency is pushing small and mid-sized cpa firms into the arms of private equity buyers and national consolidators at unprecedented rates.

get more: ask 卡塔尔世界杯常规比赛时间 about the private equity boom

also: private equity in accounting | private equity update: 53 deals, $29 billion | deal or no deal? the p.e. dilemma for cpas | johnston: private equity, shady vendors, and broken software | brannon poe: pe drives prices–and change | behind sorren’s roll-up: $170 million, 1,000 employees, 85 partners | kopelman: culture & capital fuel aprio’s rise | gear up for growth | ira rosenbloom: m&a money’s easy – culture fit’s hard | gary shamis: the private equity hazards for young partners | alex drost: firms get scrappy against pe-backed competitors | tim brackney: don’t blame private equity. blame the accountants |

“it’s no longer a question of whether you need a plan — it’s whether you have the right one,” says james s. pellen, managing partner at hertz herson cpa llp, speaking at a new york cpa society event. “succession isn’t just about retiring; it’s about ensuring the firm survives and thrives after you’re gone.”

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twelve keys to strategic planning

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businessman turning compass labeled "strategy" like a steering wheel

what do you want it to do for you?

by marc rosenberg
strategic planning and goal setting for results

“no one ever made a difference by being like everyone else.” – p. t. barnum

more by marc rosenberg
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to begin strategic planning, partners must first address and agree on several critical decisions. do they want:

  • a firm that is committed to strategic planning being the pillar of the firm’s future success? or are you in the school that says “yeah, strategic planning is nice, and we should do it, but it’s secondary to partner productivity and performance”?

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overcome health, wealth and stealth challenges

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why we need them.

by martin bissett
passport to partnership

now we move on to our sixth “c” in the passport to partnership – challenges.

again the heading has more than a single application, which we’ll explore here.

more by martin bissett
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ultimately, the partners interviewed in our research broke “challenges” down into two key areas:

  1. the ability for a manager to pull the firm out of the mire when there’s a problem
  2. the ability for a manager to pull the client out of the mire when there’s a problem

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dickerson: from diagnosis to disruption | the disruptors

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legacy firms may value tenure, but firms of the future prioritize impact, innovation, and client fit.

this is a preview. the complete 1-hour video episode, with commentary and transcript, is first available exclusively to pro members | go pro here
sponsored by “it’s not just the numbers: how to move beyond the numbers and deliver real value for your clients”
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the disruptors
with liz farr

for most cpas, the road to partner is long and narrow—often paved with decades of grueling hours and delayed ownership. but aaron dickerson, founder of dickerson cpa in austin, texas, had no interest in waiting 20 years to earn a seat at the table.

卡塔尔世界杯常规比赛时间 celebrates:the 100th episode of the disruptors

more streaming: kapilovich: treat people like people | martha yasso: from wall street to main street | jackie meyer: tax plans in 90 seconds? believe it  | erica goode: build a $200k firm in 15hrs/week | randy crabtree: live at the intersection of passion & skill |mcclelland and telka: women ready to rewrite the rules of accounting | jacob schroeder: ai won’t replace accountants—but it will reveal who’s replaceable | ditching corporate america: the bold story behind pbs accounting’s rapid rise | jean zick: happy team = happy clients | breslin & greathead: be a client advocate | dominic piscopo: clear pay=bargaining power | debbie kilsheimer: stop thinking small |

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“i saw partners who had been there for two decades and were still paying for their equity,” dickerson recalls of his time at a legacy firm in ohio. “it just didn’t make sense.

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what empowerment can do for your team

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smiling woman standing at end of table, speaking with three seated colleagues

unlock intellect and innovation.

by alan anderson, cpa
transforming audit for the future

“if you’re afraid to fail, then you’re probably going to fail.” – kobe bryant

i do a lot of work with firms to help them improve their project management, where everything is color-coded as red, green or yellow, depending on how the project is going. frequently what i initially see is that everything is green for weeks on end, but still no nearer completion.

more by alan anderson | ask the 卡塔尔世界杯常规比赛时间 ai chatbot about transforming audit for the future
goprocpa.comexclusively for pro members. log in here or 2022世界杯足球排名 today.

 

my instinct tells me that those projects that were green four weeks ago really weren’t green then. but out of fear of retribution, the staff were all afraid to tell the partner that something wasn’t going as well as expected. it takes about three to four weeks before people start being sincere about the job status.
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