every year, the 2025 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? trends? predictions? other thoughts? also, how would you assess the last 12 months? trends? observations? struggles?
three questions to ask.
by matt rampe
the rosenberg survey
private equity will keep making inroads and driving consolidation. we may see some early pe-backed winners (windfall buyouts) and losers (talented partners, staff and clients exiting the pe model).
more: the 2025 rosenberg map survey is available from 卡塔尔世界杯常规比赛时间 here.
artificial intelligence and technology will continue to drive innovation on our work. it remains to be seen whether the efficiency gains will be in stair steps – or just incremental progress.
given the multiple factors impacting the accounting profession simultaneously, change and disruption feels like the new norm – at least for now. firms may be wise to embrace what jim collins called the “hedgehog concept” in his famous book “good to great” by answering three questions: what are you passionate about? what can you be the best at in the world? what drives your economic engine? firms that are thoughtful about their future vision and strategy to get there can have a bright future and can capitalize on the many opportunities arising from the disruption. firms that ignore their future or can’t adapt are going to face increasing headwinds.
ai has entered the mainstream consciousness and firms are racing to automate as much as they can. cpa.com claimed, “some firms reporting over 80 percent automation of individual return preparation” and that bookkeeping workflows can be done with fully agentic automation.
private equity has also picked up momentum with many managing partners fielding calls daily from would-be suitors. more firms have taken pe investment and more firms have also proudly declared their independence. our research with ipa shows that the pe honeymoon is over: 31 percent of our respondents reported that pe had positive effects on partners, only 12 percent reported positive effects on staff and a meager 4 percent cited positive effects on clients (while the balance in each category was rated as either neutral or negative).
partners reported staffing challenges loosening up slightly, but not significantly. succession was still a major hurdle across the industry but was proven to be doable for many firms with adequate advance planning.
firms were forced to wrestle with fundamental questions like who they want to work with (ideal clients and pricing), how they want to do the work (technology, hybrid workforce, offshoring) and who will be doing the work (succession planning, next-generation leadership).