strategy

radical firms embrace 4 values

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core values against open door at top of stairs in the skythese 4 keys come down to meeting needs.

by jody padar
the radical cpa

people often ask me: what makes a firm a “new firm”? there are four fundamental tenets.

more on radicalism: radical or complacent? you choose | customer viewpoint: creating a journey map | who, me a consultant? | how spiritual value affects pricing | keep scope creep and seep from hurting bottom line | get radical about pricing | how social media transforms firms to their core | radical tenet #1: embrace the cloud | being radical is all about your customer

these four tenets, although adopted dif­ferently within each firm, compromise a new set of values that most of the “movement” firms embrace. ready? here we go:
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radical or complacent? you choose

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erasing the words "status quo"“reacting” is no longer enough.

by jody padar
the radical cpa

cpas must be “radicalized” so they cannot be lulled into com­placency and driven by reaction to their current firm or live­lihood. the changes that are happening in today’s fast-paced world need to be addressed.

more on radicalism: 3 questions to ask if you dare | are we really that radical? | customer viewpoint: creating a journey map | process maps: methods, meetings and materials | who, me a consultant? | target prospects for best fit | how spiritual value affects pricing | make radical connections | get ready for radical transparency | the roots of ‘radical’ cpas

you and your team have already felt the changes. the silent majority of many employees are hurt, suspicious and feeling unheard. they see and experience the changes happening around them and don’t understand the complacency or the resistance to change from firm management. you may even be feeling this yourself within your firm of one.
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3 questions to ask if you dare

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and 3 questions i should have asked before launching my practice.

by jody padar
the radical cpa

i had just come off a really bad tax season.

this was about nine years ago now, and i knew there had to be a better way. i left a mid-sized firm, with seven partners and about 50 other employ­ees and i joined my dad’s firm — literally and figuratively. figu­ratively, because many of his technology and processes were “old school.”

more on radicalism: are we really that radical? | process maps: methods, meetings and materials | 4 questions for choosing the right digital workflow tool | how spiritual value affects pricing | the radical approach to bundling services | get radical about pricing | each social channel has a language | how i got started being social | six competitive advantages for the radical cpa | the market is moving toward the radicals | going radical: the 4 tenets of a ‘new firm’ | why should cpas be radical?

i was tired of working part-time and not being treated like a contributing member of the firm. my family was young. my son was four years old and my daughter was six. my son was in the process of getting ready for full-time kindergarten and things were just changing in my life. i no longer felt the need to only work part-time, so it seemed like the right time.
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2016 outlook: no end to mergers in sight

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2016-roundtable-outlook-for-rosenberg-map-commentary-vf-240x219a buyer’s market is on the horizon.

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 gary adamson
adamson advisory

lessons from 2015:

merger mania continued over the last year for several reasons:

  • continued slow post-recession organic growth,
  • thousands of baby boomers with no internal succession plans in place and
  • competition heating up for middle-market clients (the big firms want our biggest and best clients!).

more from the rosenberg map survey: why outsourcing beats unicorn hunting | 2016 battleground: aging leaders vs. emerging leaders | private clouds on the rise | firms growing, still face talent challenges | outlook 2016: another economic storm coming? | how succession issues are driving desperation mergers | 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

firms are improving profitability with per-partner income rising while the talent wars that we saw pre-recession are returning.
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