strategy

partners as role models: the good, bad & ugly

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two older businessmen talkingaccountability and reviews are more important at higher levels, not less.

by bill reeb and dominic cingoranelli

evaluation of performance and goal achievement is something done that should be performed multiple times during the year. unfortunately, many cpas tend to think of management as a waste of time, and evaluations as purely a human resources requirement created by the government to protect employees to the disadvantage of the organization.

more on performance management: how to implement strategy, step by step | how the best managing partners turn ideas into reality | make accountability a process | accountability requires clear expectations | base retirement on today’s operations | how involved should retired owners be? | how to find a partner’s replacement

well, that is one way to look at it. but we think it’s the wrong way.
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how to start strategic planning

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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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start with sound firm governance, economics

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hand drawing a rainbow-colored 33 critical components of success.

by domenick j. esposito
8 steps to great

“growth is never by mere chance; it is the result of forces working together.”

– james cash penney
founder, jcpenney

your firm is a business and the vehicle for generating wealth for you and your partners. you need to operate it with strict governance processes, a system of accountability and a firm economic foundation.

more on strategic planning: how to develop tactics for your strategic plan | taking a balanced scorecard to your partners | as tax season ends, strategic planning seasons begins | the big eight: harsh realities for firms today | seizing the $10 trillion opportunity | learning to ‘run with the big dogs’

balance sheets, usually funded by partner capital and a line of credit for seasonal working capital needs, need to be strong to protect your cpa firm from the loss of a senior partner, loss of a marquee client or just an overall poor economy that results in tepid growth for clients and therefore a reduced appetite for professional services.
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ceo charles weinstein: eisneramper targets work-life balance

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weinstein
weinstein

individual work plans, overseas assignments among company’s offerings for employees.

by 卡塔尔世界杯常规比赛时间 staff


eisneramper logo

the cpa profession has to make itself more relevant – to both its clients and its workers – to thrive through the rest of this century, according to charles weinstein, chief executive officer of eisneramper, one of the profession’s largest firms with more than $300 million of revenues projected for all 2015.

more from the corner office:  chris allegretti makes retention a top priority at hbk  | lou grassi focuses on recruiting, retention at namesake n.y. firm | richard berkowitz drives berkowitz pollack brant to ‘warp speed’ | randy myeroff at cohen & co.: winning the youth movement | rick dreher innovates wipfli for clients, younger workers | how blain heckaman drives value at kaufman rossin | weisermazars mp blake charts u.s. expansion | frank longobardi: cohnreznick’s battle for top talent | the robo-cpa: jim sikich prepares for disruptive technologies |  exclusively for pro members. log in here or 2022世界杯足球排名 today.

“short-term, we need to make the profession cool,” he says. the “cool” in this case applies to the profession’s workforce. “a lot of it has to do with providing work-life balance for our employees, and that means more than just addressing their parenting or family issues,” he explains. “it also very much concerns meeting the needs of millennials and other younger-generation workers, whose concept of work and life in many cases is that they will work hard when that’s needed and expected of them, and then want balance for the rest of the time.”

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how to implement strategy, step by step

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businessman's shoes toeing words "what's your next step?"be specific and find ways to “catch” the partner in action.

by bill reeb and dominic cingoranelli

an example of the process

it’s one thing to say “the managing partner implements strategy,” another to put it into action.

more on performance management: make accountability a process | pay varies when performance varies | accountability is for everyone | who decides what? | firms say what would change retirement pay | action plans for transitioning partners | how retirement issues affect succession planning | how partner ratings factor into equity | develop your employees or suffer the consequences

following is an example of this process, providing more detail to show how it might look in actual practice. let’s assume that one of the goals of a partner is to increase the most trusted business advisor activity for his or her top clients. in the initial goal sheet, for this one goal from the managing partner, that might look like this:
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