strategy archives - page 24 of 47 - 卡塔尔世界杯常规比赛时间

how succession issues are driving desperation mergers

november 19, 2015

millennials, aging partners both skeptical.

they say “past results are no indication of future performance.” maybe. maybe not. but if anyone should know, it’s our panel of experts, their comments drawn from the new edition of the rosenberg map survey. these are their bullet points and comments, verbatim, looking back at the last 12 months and looking ahead to 2016. – rick telberg, ceo

by terry putney
transition advisors

lessons from 2015:

the issue we are seeing that is most troublesome for firms is their lack of talent that can be developed into future leaders. often partners want to place blame on the millennials and the different views they have regarding work-life balance.

more from the rosenberg map survey: outlook 2016: change catches up with auditors | strategic plans undermined by out-of-control partners | growth, succession plans critical for firms | talent wars go from white gloves to boxing gloves | trend outlook 2016: change agents needed

however, it is clear many firms have failed to invest in leadership development. so they don’t have enough time to provide succession for retiring partners in their firms.

nine factors for dividing the partner pie

november 17, 2015

by succession institute

how to decide who gets how much voting power.

by bill reeb and dominic cingoranelli

people who can lead, develop, train and supervise others are worth much more than those who can just make themselves faster, better and stronger.

equity ownership allocation is a critical success factor if you expect your firm to continue after you leave. for many firms, reallocation of equity ownership is or will be an important part of succession planning. while it can cause some anxiety for your owners’ group as you go through the process, it’s better to confront the issues now, to help ensure that your firm is in good hands after your leave. it’s not necessarily easy, but it must be addressed for long-term success.

more on performance management: hazards of not reallocating equity | the pitfalls of equity allocation and reallocation | develop your employees or suffer the consequences | cpa firm performance assessments: 15 core competencies, 21 questions | do cpa firms need management or leadership?

when you are deciding which partners should have more say (or less say, which is just as important), you need to consider issues such as whose judgment partners trust, who is pulling the wagon, who consistently acts in the firm’s best interest, or who is viewed as a current or future leader. with this in mind, here are nine areas to evaluate or each partner: read more →

outlook 2016: change catches up with auditors

november 14, 2015

by gale crosley

new technology is only part of the movement.

they say “past results are no indication of future performance.” maybe. maybe not. but if anyone should know, it’s our panel of experts, their comments drawn from the new edition of the rosenberg map survey. these are their bullet points and comments, verbatim, looking back at the last 12 months and looking ahead to 2016. – rick telberg, ceo

by gale crosley
crosley company

lessons from 2015:

over the past year, i’ve noticed smaller firms engaged in acquiring firms yet smaller than them. they’ve observed larger firms mastering merger integration, and are now taking the plunge.

strategic plans undermined by out-of-control partners

november 10, 2015

by carl george

too many firms are waiting to make plans.

they say “past results are no indication of future performance.” maybe. maybe not. but if anyone should know, it’s our panel of experts, their comments are drawn from the new edition of the rosenberg map survey. in this installment, the former ceo of clifton gunderson says too many firms are falling short of their own goals because of mis-managed partner teams. he doesn’t exactly blame it on greed. but we can. – rick telberg, 卡塔尔世界杯常规比赛时间 ceo

by carl george
carl george advisory

lessons from 2015:

succession remains an issue as the baby boomers are leaving the profession. i see many firms that have waited too long for succession planning, and, of course, the owners have aged. i call it the “clip the coupon for one more year syndrome”! the problem arises when that one year becomes three years, five years and longer.

more on the 2016 outlook & forecast: growth, succession plans critical for firms | cpa firm growth rates hit a wall | the five treacherous factors hobbling today’s cpa firm | sam allred: change agents needed | allan koltin on talent wars go from white gloves to boxing gloves | get the full report: the rosenberg map survey

without the next tier of leadership and ownership, some firms become very vulnerable, and they have to look at alternatives like merging up. firms in this position oftentimes see the firm value declining as “buyer” firms may view them as high-risk firms.

the hazards of not reallocating partner equity

november 10, 2015

by succession institute

“this stage is usually when the crap hits the fan in many organizations.”

by bill reeb and dominic cingoranelli
卡塔尔世界杯常规比赛时间 / succession institute

let’s look at the common pitfalls we find with ownership distribution, using scenarios to drive home various points. let’s say we have a five-partner firm.

the ownership and age is as follows:

partner equity age

senior partner 1 (sp1) 35% 65

senior partner 2 (sp2) 35% 63

junior partner 1 (jp1) 15% 53

junior partner 2 (jp2) 10% 48

junior partner 3 (jp3) 5% 42

first of all, many firms would die for this kind of age split as – unfortunately – many firms have partners much closer in age than this 23-year range example. but continuing on, let’s say senior partner 1 (sp1) wants to retire at the end of this year. if this would occur as it does in many firms, we would be scrambling for additional partners. but for the sake of this discussion, let’s say we just addedjunior partner 3 (jp3) last year and we will add jp1 immediately after sp1’s retirement with an ownership interest of 5 percent.

so, if this were to occur without unusual intervention, the new ownership percentages would look something like this a year later:

12 simple rules for a retreat

november 2, 2015

by marc rosenberg

and don’t skimp on the prep work.

by marc rosenberg
cpa firm retreats

the purpose of a retreat is to motivate the management team and build a spirit of teamwork.

more on retreats: leave your retreat with a to do list | every retreat needs a leader, but who? | retreats are no place for clowns | who should participate in a retreat? | retreat logistics: how long, what kind? | what should cpa firms discuss at retreats? | why do cpa firms conduct retreats?

these objectives can be much better achieved by following a 12 simple rules: read more →

growth, succession plans critical for firms

november 2, 2015

by tamera loerzel

more from the rosenberg map survey.

by tamera loerzel
convergencecoaching

lessons from 2015:

capacity is the number one challenge in firms today. turnover, millennials working differently (and many leaving the profession) and succession all continue to impact capacity in firms. as mature partners with deep technical or industry expertise and rainmaking ability exit, firms are left with a gap that leaders have struggled to develop and replace at the pace they need to.

more on the 2016 outlook & forecast: cpa firm growth rates hit a wall | the five treacherous factors hobbling today’s cpa firm | sam allred: change agents needed | allan koltin on talent wars go from white gloves to boxing gloves | get the full report: the rosenberg map survey

growth continues to be a focus for firms and most firms are blessed with positive growth this year, including a combination of both organic and inorganic growth through m&a activity. the challenge is managing growth to ensure firms have the people – at the right levels with the right expertise – to serve the clients.

forecast for 2016:

talent wars go from white gloves to boxing gloves

october 28, 2015

by allan d. koltin

more from the rosenberg map survey.

they say “past results are no indication of future performance.” maybe. maybe not. but if anyone should know, it’s our panel of experts, their comments drawn from the new edition of the rosenberg map survey. these are their bullet points and comments, verbatim, looking back at the last 12 months and looking ahead to 2016. – rick telberg, ceo

by allan koltin
koltin consulting group

lessons from 2015:

the past 12 months have shown positive growth for most firms. it’s coming more in consulting and value added services.

more on the 2016 outlook & forecast: cpa firm growth rates hit a wall | the five treacherous factors hobbling today’s cpa firm | sam allred: change agents needed | tamera loerzl on growth, succession plans critical for firms | get the full report: the rosenberg map survey

there has been a lot of discussion regarding the three “big c’s” (compensation, capital and [deferred] compensation at firms). there has also been more rethinking of traditional bonus programs for staff…paying everyone something has become an entitlement (and doesn’t really leave enough for the stars) vs. just giving a bonus to those who “really hit it out of the park.”

the war on talent has gone from white gloves off to boxing gloves on. firms are also getting much better at

defining goals,
expectations of performance and
having leadership hold partners accountable for performance.

forecast for 2016:

when two partners isn’t enough and three is too many

october 27, 2015

by succession institute

the pitfalls of equity allocation and reallocation.

by bill reeb and dominic cingoranelli

i want to address the issue of equity – how it is commonly allocated to begin with, and then making adjustments to it over time.

for many firms, the idea in the beginning is that “all the partners are the same, so their ownership should be the same.” when the firm starts out with only a shingle, this is a very fair premise. so, for the sake of this column, let’s start out with a two-partner firm and build from there, talking through the common issues that arise in the area of distributing equity ownership.

more on performance management: develop your employees or suffer the consequences | cpa firm performance assessments: 15 core competencies, 21 questions | how to target what skills to develop now | what having your employees’ backs means | 5 harmful management attitudes (and how to fix them) | do cpa firms need management or leadership? | job 1 for the practice owner: client management

start with two

the most common approach would be for the two partners to split the ownership 50/50. the reason why this often works so well is because the two people who join together often are brought together because of their complementary skills. for example one might be very technically competent and the other more marketing savvy. together they make a great team – one, without the other, is less effective.

develop your employees or suffer the consequences

october 21, 2015

by succession institute

every employee, for developmental purposes, needs to directly report to somebody.

by bill reeb and dominic cingoranelli
卡塔尔世界杯常规比赛时间 / succession institute

you may have established a competency model for your firm, but how do you use it to develop your people? let’s walk through what an action plan might look like to drive that development.

it is common for firms to have talented partners and principals. depending on the firm’s size and organization structure, things start getting fuzzier from a competence perspective from there on down the organizational chart.

more on performance management: cpa firm performance assessments: 15 core competencies, 21 questions | how to target what skills to develop now | what having your employees’ backs means | 5 harmful management attitudes (and how to fix them) | do cpa firms need management or leadership? | job 1 for the practice owner: client management

for example, some firms have a strong management group with a gap in talent starting at the senior or supervisor level. others might experience their talent gap at the manager level because everyone who shows any self-starting initiative or promise is moved to a principal position early on. it doesn’t matter the size of your firm, you will likely be feeling a big gap or drop in talent somewhere in your organizational chart.

retreats are no place for clowns

october 5, 2015

by marc rosenberg

four bad attitudes that kill a partner meeting. plus notes on location and scheduling.

by marc rosenberg
cpa firm retreats

the success of any retreat depends upon active participation by the majority of the participants.

more on retreats: who should participate in a retreat? | retreat logistics: how long, what kind? | what should cpa firms discuss at retreats? | why do cpa firms conduct retreats?

participants will be less willing to speak up in any of these situations:

participants see the meeting as being primarily for the benefit of the one who leads it.
participants are intimidated by the way the leader conducts the sessions.
certain participants dominate discussions, using up a greatly disproportionate percentage of the “air time” of the group.
participants are intimidated because one or two partners, usually power partners, are always negative, repeatedly telling people “that will never work” or “we tried that years ago and it failed.”

all participants should be advised: “if you keep on being negative or insisting that ideas won’t work, then suggest a better way or shut up.”

keep scope creep and seep from hurting bottom line

october 2, 2015

by jody padar

bonus: a new breed of engagement letter.

by jody padar
the radical cpa

scope creep generally takes the form of new services being added once the project has started. typically, these are not properly reviewed and the team is expected to deliver them with the same resources and in the same time as the original scope.

the opposite of scope creep is scope seep. this is when the accountant or team volunteers to do extra work and take on extra requirements and issues. now of course the customer will never turn down “free help” and when this is done over and over, the customers quickly assume all of their issues they vaguely speak to you about are included in the price.

more on radicalism: the radical approach to bundling services | the radical approach to pricing | a radical close look at value pricing | get radical about pricing | six competitive advantages for the radical cpa | the market is moving toward the radicals | 5 radical transparencies; are you ready?

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because we’re afraid or not used to confronting uncomfortable subjects (ahem, pricing), too often we let them change a part of our project management. we really need to get solid on what a change request is and make sure that when change requests are implemented, that the required pricing comes with it.

cpa firm performance assessments: 15 core competencies, 21 questions

september 29, 2015

by succession institute

checklist: how to fine-tune your own firm’s performance management systems.

by bill reeb and dominic cingoranelli
卡塔尔世界杯常规比赛时间 / succession institute

when evaluating people within a firm, “relative importance” is a way to differentiate expectations regarding the same competency for various levels within your firm. we decided the best way to drill down even further into a competency model was to share some of the details of our competency model with you.

more on performance management:how to target what skills to develop now | what having your employees’ backs means | 5 harmful management attitudes (and how to fix them) | do cpa firms need management or leadership? | job 1 for the practice owner: client management

it considers the following six levels within a cpa firm (each firm needs to choose whatever breakdown works best for them):