“an effective mp 15-20 years ago does not necessarily spell success today.”
by carl george
rosenberg map survey
looking back to 2016 and onward, i see some very positive trends with the dynamic cpa firms, as they position to continue their firm legacies.
more from the map survey: staffing and succession still rocking firms | tech advances will lead to dichotomy | be a consultant or be left behind | survey: many firms in transition
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first, our next wave of leadership in the profession is incredibly impressive. i have complete faith in our current and future gen x and millennial leaders. they are assuming their positions with the energy and drive that is essential to achieve new levels of firm success. most importantly, they want to drive change when change is needed.
every year, the authors of the rosenberg map survey ask the industry’s top consultants to share their observations of what they are seeing at cpa firms. specifically, they are asked the following questions:
- what kind of year was 2016? what were the major trends you observed? what were the issues you saw firms struggling with the most?
- 2017 is half over. based on your experiences this year, what are you seeing? what are the major trends? what are firms struggling with and what are they working on as the year progresses?
our new leaders are sensitive to what drove the “old ways,” but they have fresh ideas and most importantly, good ideas. the trick is to sell those ideas and gain the owners’ buy-in. what is very important for our leaders is the level of coaching that will assist them in solving issues the right way. they want the input, they are listening and they are doing their research before arriving at the solutions.
second, firms are realizing that the leadership attributes for the next mp or ceo may be quite different than in the past. i’m a believer that leaders must be selected based on the conditions and environment at a specific period in time. an effective mp 15-20 years ago does not necessarily spell success today. that’s why the process to select the firm’s next mp is critical. the firm must decide what type of leader it wants, and what specific attributes are required.
most important, the owners must recognize that a mp who is also a significant client server is almost always in conflict. why? the mp is “serving two masters,” the clients and the firm. almost always, the firm takes a back seat.
in reality, the firm is the most important client, and choices must be made.
does the mp serve clients, or does the mp serve the firm first? i recognize smaller firms may not have the economic luxury to make that choice, but i recommend for those that do, it is essential that the mp’s primary focus be on the firm.
third, firms are progressing from “small firms” to “large firms.” in this context, a large firm could be $7-8 million in revenue, with 50 or so people. with that progression must come governance and structure changes. what worked in a small firm may not be as efficient in a larger firm. firms are grappling with what to do differently.
firms must answer the question, what is the most efficient structure to best serve the clients and lead the firm today, and have it positioned for growth at 4-5 times in the next x years?
many times, owner evaluation and compensation systems are outdated, and the metrics used are not necessarily conducive to alignment with firm strategic objectives. alignment is essential, otherwise the strategic objectives are at risk. review your evaluation and compensation criteria to ensure alignment.
next, i have no doubt that merger mania will continue, and i’m quite certain many of my colleagues would agree. what i want to concentrate on is the process (or in some firms, the lack thereof) of transition and integration. in effect, after the deal is signed, making it work!
there is a huge amount of energy leading up to the signing meetings, negotiations, synergies, due diligence and such. i say, “the work has just begun.” those firms that have planned personnel and client integration processes coupled with effective internal and external communications plans will be the winners. those that do not will lose people and clients. m&a is a high-risk initiative, and it is imperative for each firm to dilute that risk by implementing these plans, and insisting on accountability of the owners both on the sell side and the buy side.
finally, i am very bullish on our profession, and many times think about what it would be like if i were 20 years younger. i like the energy of our young people. i like their quest to learn more. yes, i hear the comments and moaning from some of our owners. i also hear from our young future stars. they want to carry the legacy on – maybe in different ways, but why not? i like our odds of maintaining the reputation of our profession of “most trusted advisor.”