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your strategic technology plan needs a budget

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do as you tell your clients to do.

by roman h. kepczyk

we have all heard the saying that if you don’t know where you are going, you’ll end up going nowhere (or… you won’t ever get there). unfortunately, many accounting firms do not do a good job of integrating their information technology requirements into the firm’s overall strategic vision.

more: survey: 57% of clients provide audit documents digitally | 2019: the biggest tech changes yet | survey: digital audit confirmations not the norm | survey: the best way to handle crm | portals, encryption vital to securing client documents
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information technology impacts virtually every aspect of accounting firm production and is usually the biggest expense after your personnel costs. accordingly, it should be managed as the critically important asset that it is.
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fired from my first job

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what i learned the hard way. so you don’t have to.

by ed mendlowitz
call me before you do anything: the art of accounting

my first job was with a sole practitioner friend of my father’s and lasted seven weeks.

more: employees have better memories than bosses | working for a jerk | the ‘wrong’ cpe | be a sounding board to your clients | make obsessed leadership work for you | client checklist: top 10 issues for real estate investors | working hard? or hardly working?
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i was fired because i was terrible. i couldn’t do anything right!

here’s what i’ve learned.
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2019: the biggest tech changes yet

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new data tools mean new opportunities for trusted advisors.

by roman h. kepczyk
the rosenberg map study of cpa firm statistics

outstanding! this is the most profitable year ever with similar sentiments echoed by virtually every firm i partnered with.

more from the map survey: why you need a tech strategy consultant | 2019: tech isn’t the problem. it’s the solution | 2019: using m&a to launch consulting | 2019 trends: client service changes | staff policies improve, but not mentoring
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with my focus being strategic it production and workflow, i’m seeing the cloud, workflow optimization, and security surfacing as the top three trends impacting firms. read more →

performance reviews: no need for teeth pulling

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two people sitting across from each other at a deskwhat factors separate the superstar employees from the mediocre ones?

by steven e. sacks

companies or firms either employ a formalized, thoughtful and comprehensive approach to evaluate employees, or they just use their gut instinct on a timeline that is not consistent. in any event, the amount of effort expended will yield a proportionate return on investment.

more: outsourcing the c-suite | we hear but do we really listen? | performing like crap can be a badge of honor | 7 steps to take as your firm grows | can you recite your mission statement? | your firm’s biggest assets walk out the door every day

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there are, however, situations in which companies go overboard in their quest to acquire information and deliver their findings through a process that is slow and plodding.

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