today's features
leadership

you need capable successors for a seamless transition

younger businesswoman and older businessman smiling and talking in office hallway

prepare now.

by jennifer wilson

as vince lombardi said, “contrary to the opinion of many people, leaders are not born. leaders are made, and they are made by effort and hard work.”

 to experience a seamless transition as your leaders grow up, and then eventually out of your organization, identifying and developing your up-and-comers must become a core competence. without these critical abilities, there won’t be anyone to carry out the vision of your firm, serve your clients, or pay your retirement benefits and/or buyout. in this article, we’ll share ideas for developing leaders in your firm, identifying your partner potentials, and preparing them to step in and lead when the time comes.

more: generosity: the root of great leadership
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the first step is to make a cultural commitment to develop leadership skills in your people. some firms offer a leadership development program that allows people at various levels and in different roles, including administrators, to enroll in the program to enhance their ability to lead.
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management

who does what in accounting firm management

confident businesswoman seated at desk

what’s the difference between a coo and an fa?

by marc rosenberg
the rosenberg practice management library

“shooting the ball is not an equal opportunity act.” – pat riley, nba head coach

who is on a firm’s management team?

more by marc rosenberg
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of course, the answer varies from firm to firm and depends on its size. these are the most common members of a firm’s management team:

  • managing partner – the firm’s ceo, not necessarily a full-time position
  • executive committee or board

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featured video

mark koziel: the future of the profession | gear up for growth

mark koziel calls for cpa firm transformation amid industry disruption.

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originally published in september 2024

gear up for growth
with jean caragher
for 卡塔尔世界杯常规比赛时间

mark koziel, newly appointed president and ceo of the association of international certified professional accountants (aicpa & cima), recently appeared on the gear up for growth podcast, reflecting on his tenure as ceo of allinial global and the challenges facing the accounting profession. koziel, who spent 14 years in leadership roles at aicpa before joining allinial global, emphasized the urgent need for firms to rethink their business models in response to industry shifts.

more 卡塔尔世界杯常规比赛时间  podcasts here | more jean caragher here

in his conversation with host jean caragher, koziel outlined how external pressures, including hybrid workforces, private equity investment, and shifting talent expectations, are reshaping cpa firms. he argued that while the covid-19 pandemic accelerated these changes, the profession was already moving in this direction.

“firms were always capable of hiring talent beyond their geographic boundaries, but it took a pandemic for them to act on it,” koziel said. “we now have a hybrid profession that is adjusting to these realities.” read more →

featured video

amy cooper: new research unpacks key retention factors | know-how korner

study finds job embeddedness, not engagement, drives retention.

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know-how korner
with donny shimamoto
center for accounting transformation

a new study by dr. amy cooper, cpa, cfe, cgma, an assistant accounting professor and program director at university of alaska fairbanks, challenges conventional wisdom, revealing that job embeddedness—not engagement—is the key to keeping accountants in public firms. 

more: donny shimamoto

“i assumed smaller firms would foster stronger embeddedness, but my research showed the opposite,” says dr. cooper. “larger firms offer more career mobility, specialization, and structured support, which increase long-term commitment.” 
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client accounting services

how to match your tech to your cas clients

and why it’s worthwhile.

by hitendra patil
client accounting services: the definitive success guide

client accounting services essentially requires an ability for your firm to be able to best serve the needs of all your clients. in other words, your firm’s technology stack, services, processes and pricing packages need to cater to businesses of different sizes, turnovers, as well as various levels of tech-savvyness of the business owners and their employees. in yet other words, your firm should have the ability to do part of the accounting work or all the work your clients offload to your firm.

more by hitendra patil
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in such cases, you want the technology stack to be as standardized as possible to avoid costly, error-prone and time-consuming need to deal with a variety of software. at the same time, when clients do part of the work, you must seek to implement collaborative technology on the cloud to eliminate duplication of data entry and mailing/emailing information back and forth between your firm and clients. this will, most likely, require you to convince your clients of the benefits of common, collaborative, cloud technology platform, and more likely than not, train the clients onto newer technologies. but the experience of hundreds of firms shows that the payoff far outweighs the cost of such efforts.
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