outlook & analysis

firms must choose best workplace model

man sitting at desk in otherwise empty office, facing glass wall

what will help you move forward?

by kristen rampe
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?

the obvious: staffing challenges will continue. firms that are stuck in their old ways must add younger talent with the ability to influence leadership ranks. senior partners who are seeking an internal buyout, or better priced external sale, need to recognize how essential this is.

more: tech, capital will drive accounting profession growth | new energy comes from new ways of doing business | ai for accounting automation will be significant | a 40-hour workweek is feasible | it’s time for a new business model
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less obvious: workplace models will continue to be varied, and there is no one-size-fits-all. i have clients who hardly went home during covid-19, and their staff have to be asked to work from home to free up office space for a growing team. i also have clients with thousands of square feet of vacant office space because no one has returned. of both groups (and those in between), some have critical failures in productivity. some are crushing it.

some have looked to offshoring; others haven’t yet hired a fully remote employee even from within the same state. in the next 12 months, firms will continue to mold their where-you-work policies to best fit their particular organization. those who find the right fit, optimize the experience of their workers (wherever they are) and adapt as needed for team growth will be in the best position.

many firms hit obstacles that preclude the very strong growth we’ve seen in past years, both in revenue and profitability. challenges with staffing and partner retirements mean many firms have needed to take a new approach or consider selling, even if independence has been a long-standing goal.

on the upside, firms that are figuring it out have implemented cultural initiatives, client transition practices and client acceptance standards that keep them on track toward achieving their goals. those that can make decisions with the information available and take action are the ones surviving and (maybe) buying up those without an internal option.