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how to start strategic planning

businessman writing on a flip chart16 questions to ask.

by marc rosenberg
cpa firm retreats

strategic planning is the process of examining where you are now, where you want to be and most importantly, what you need to do to get there. it’s that simple.

more on retreats: how to identify partner potential in staffers | 13 steps in succession planning | staff best practices … for the firm | 25 ways to turn good firms into great firms | make more money | how to address partner compensation at a retreat | how to decide who decides what | how marketing for cpa firms is different | how to take action after a retreat 

the word “process” is very important. many people view strategic planning as an event, fixed in time, the results of which are bound in an immaculately prepared document and cast in stone. actually, strategic planning is a never-ending process. it goes through phases; it is continually monitored, changed and tweaked as circumstances warrant.
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pay & compensation

integrating partner comp with strategic planning

businessman shooting arrows at targetwhy firms fail at strategic planning and how it relates to compensation.

by marc rosenberg
partner comp: art & science

the majority of firms under $10 million don’t have a proper written strategic plan, with partner goals, in place.

more on partner compensation: 3 non-performance-based comp systems | the 3 best partner compensation formulas | 11 points in designing a partner comp system | what partners earn and how they earn it | partner compensation: an art, not a science | why most partner comp systems are performance-based

a proper strategic plan should include these features:
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mergers & acquisitions

checklist for implementing a merger

34 action steps. got your signs and video camera ready?

by marc rosenberg
cpa firm mergers: your complete guide

most firms find that it takes three to four years to fully implement a merger. but during the first few months after the effective date of the merger, there are quite a few administrative and procedural things that need to be attended to immediately. most firms try to get as much of a head start as possible, before the effective date of the merger.
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pro member exclusive

how to identify partner potential in staffers

chart to assess partner potentialplus tips on how to develop them.

by marc rosenberg
cpa firm retreats

do you have staff with potential to become partner? do you know how to tell?

more on retreats: staff best practices … for the firm | staff likes and dislikes about the accounting profession | partner buyout 101 | system vs. system: partner compensation best practices | partner accountability: how and for what? | management styles: partnership vs. corporate

start with the chart at right.
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pay & compensation

crash course: operating a compensation committee

business people working in office18 lessons to take to heart. and a few words of warning.

by marc rosenberg
partner comp: art & science

operating a compensation committee isn’t for the faint of heart. here are points all members would do well to heed.

more on partner compensation: 5 other systems for paying partners | the 3 best partner compensation formulas | 11 points in designing a partner comp system | what partners earn and how they earn it | how partners view compensation: it’s not all about the money | why most partner comp systems are performance-based

1. the partners must understand the heart and soul of the compensation committee (cc) approach: the system can only work if the people being judged are willing to trust the judges. period. if the partners aren’t comfortable with this, they should not use the cc.
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