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how and why firm organization structures evolve

woman's hand drawing an organization chart

what firms of all sizes are doing.

by marc rosenberg
the rosenberg practice management library

“you are not required to complete the work of perfecting the world, but you are not exempt from contributing to it.” – rabbi tarfon (70 ce-135 ce)

when we started writing this post, we intended to include several traditional organization charts depicting how firms are structured at various sizes. but as we thought about it, we realized this may be a worthless exercise because (a) there are far too many different structures to list, and (b) the structures adopted by firms vary widely depending on the management philosophy of the firm’s partners.

more by marc rosenberg
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firms often operate for years without much structure, enjoying happiness and profitability. then, with the blink of an eye, the firm “hits the wall.” growth slows or stops. staff turn over. systems become inefficient and out of date. profits stagnate. when firms hit the wall varies widely, but it often is between $5 million and $15 million.
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client accounting services

breslin & greathead: be a client advocate | the disruptors

help customers catapult their businesses forward.

this is a preview. the complete 1-hour video episode, with commentary and transcript, is first available exclusively to pro members | go pro here
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the disruptors
with liz farr

back in 2013, before cas became part of the accounting vernacular, penny breslin and damien greathead taught roomfuls of accountants how to do what breslin called bookkeeping and back office support, or bos.

“we had 200 accountants sitting in the room wanting to know how to grow this part of their business,” greathead recalls.

more podcasts and videos: dominic piscopo: clear pay=bargaining power | debbie kilsheimer: stop thinking small | dave kersting: collaborate with co-firming | ashley francis: ai’s a partner, not a replacement | richard roppa-roberts: collaboration over competition | ira rosenbloom: m&a numbers are easy – culture fit is hard | roman villard: ditch the suit & shine | monique swansen: align firm values with services | tina mcgill: how to create lasting client impact | stefan van duyvendijk: develop operational mindset | steve evans: why traditional hiring methods fail | roger knecht: can you be an accountrepreneur? | beth whitworth: focus on outcomes not hours |mike sylvester: learn to say no | salim omar: identify your client’s $100,000 problem | jackie meyer: earn more with fewer clients | jack fleherty: don’t be a ‘yes’ person | greg adams: from finance to storytelling  | jody padar: make radical changes now if you want to be relevant in 2030 | rebecca driscoll: amplify reach by helping other firm owners | rory henry: create the return on relationships

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cloud-based accounting tools like xero and quickbooks online were just entering the u.s. market, and the two recognized an opportunity for firms.

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audit & assurance

ready to innovate? ask these six questions first

man with hand on chin, looking at computer screen
about to jump in with technology? hold on.

by alan anderson, cpa
transforming audit for the future

“if i had an hour to solve a problem, i’d spend 55 minutes thinking about the problem and five minutes thinking about solutions.” – albert einstein

innovation means doing things differently and doing different things. but what does that mean in practice?

more by alan anderson
goprocpa.comexclusively for pro members. log in here or 2022世界杯足球排名 today.

 

i see audit firms around the country who set up “innovation teams,” or appoint someone to be the chief of innovation. the problem is that if these are home-grown teams, or if no one on the team has ever had any experience working with anything other than a traditional audit firm, at best, their efforts will be like moving around deck chairs. many of these chiefs of innovation don’t have an innovative bone in their bodies, and they don’t know what they don’t know. all they know is the old way of doing things.
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