how about a chief growth officer?
by gale crosley
the rosenberg map survey
editor’s note: every year, the rosenberg map survey asks the industry’s top consultants to share their observations from cpa firms across the country. how do you think the next 12 months will unfold? also, how would you assess the last 12 months?
our homogenous profession consists of firms with similar ownership and governance structures and business models. looking forward we’ll see an increased variety of approaches.
more: rosenberg map: partner incomes surge 11.4%
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many will look more like the corporate world, where ownership is not just in the hands of equity partners. governance structures will include a c-suite of non-cpa players. business models will include the melting away of geographic borders, value-based pricing and a variety of career paths.
best practices in strategic revenue growth will look more corporate. this will increase our sophistication with growth beyond tactics such as digital marketing campaigns and sales training into best practices such as firmwide opportunity pipeline processes, professional sales organizations, chief growth officers and key client programs.
the overall theme has been unpredictability. the aftermath of covid-19, major technology breakthroughs, entrance of private equity, unfunded retirement obligations, succession challenges and relentless resource shortages have all forced our rather traditional profession to rethink everything about our business model.
firms are pressed to reach deep from within and re-evaluate all aspects of future operations. the big question for most of them is whether to remain independent. after years of distributing profits to partners it’s becoming clear that larger investments are required to stay competitive.
in sum, our traditional measured, predictable environment has evaporated and firms are forced to evaluate multiple business-model options for success in an unpredictable future.