stop complaining and start innovating

the pandemic requires new thinking with new business models.

by tamera loerzel

considering the many long-term ramifications from the pandemic on the accounting profession, i would start with a “clean sheet of paper” to position your firm for future success,

more: private equity at the gates | 12 shifts to ensure firm success | how to reinvent the firm for the covid age | why it’s time for an acquisition | three ways the accounting profession has changed | ramping up for the year ahead
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firms today require new thinking, new business models, and new ways of operating, staffing, managing work, and measuring success.

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automate tax season with apps you already use

make automation take the load off this busy season.

by donny shimamoto
center for accounting transformation

between tax law changes and the pandemic, the last two busy seasons have been a bear for tax preparers to deal with.

related: discover your accountant superpowers | what auditors know about amazon product ratingsnon-cpa “cpa” firms? really? |

while there is still some volatility and uncertainty around what the next busy season will look like, tax preparers should consider the following technology-related initiatives now so they can proactively equip their firms for the coming busy season. this should enable staff to have more work-life balance during the busy season and increase the firm’s ability to recruit and retain talent.

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turn your business model upside down and reap the rewards

illustration of man pushing "services" buttonyour secret weapon to exponential profits.

by matt solomon

learning to price, sell, and deliver through a simple, proven process streamlines the way you communicate your value and makes it easy for clients to say yes. it’s your secret weapon.

more: shift 2: step into the role of a business advisor | shift 1: stop depending on compliance work | take the nine-point practice checkup | three ways to leverage today’s uncertainties for renewed growth
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with practice, your ability to price, sell and deliver will be as routine as a 1040

but it’s worth a whole lot more: between $36,000 and $180,000 per year, per client.
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eisneramper ceo explains the firm’s private equity deal

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eisneramper ceo charly weinstein calls the firm’s deal to take on private equity a new wrinkle in the profession’s decades-old struggle to secure fresh capital for expansion in an increasingly competitive marketplace.

the six essential kpis for managing partners

proper planning prevents poor performance.

by bill penczak

we have all heard the term, “working in the business” instead of “working on the business.”   i would suggest that most managing partners and senior leadership fall more into the “in” than the “on,” given staff turnover, busy season deadlines, exhaustion, and advancing years of many managing partners.

more: the great resignation: five reasons accountants are quitting   |  five tips for better decision-making   |  your marketing sucks: six reasons why   |  five global cpa leaders: four survival strategies    |  are you too generous with your write-offs?    |  it’s time to herd your highly compensated cats  | nine smooth moves to build client satisfaction   | five tough questions for these tough times |  i started a consulting practice the first week of march 2020

i’ve endured enough management committee meetings during which the course of conversation leans more heavily towards rat-holes than addressing key firm issues of people, technology, quality, risk management, and growth.  at the end of the day, every decision you make as managing partner foots back to one of those areas. deciding on the venue of the holiday party does not fall into that category.

peter drucker, the famous management consultant, summed it up succinctly: management is doing things right; leadership is doing the right things.

here are six ideas that managing partners should contemplate when it comes to running an effective and engaged firm: read more →

your best advice: get smart, get tech, get moving

the new normal: accountants race to adapt, adjust, and adopt new tools and tactics. (卡塔尔世界杯常规比赛时间-avalara accountants confidence index) 

what accountants are telling other accountants about how to weather the pandemic economy.

how well is your firm adapting to current business conditions?
join the survey. get the results.
we’re ahead of the curve   |   we’re keeping up   |   we’re falling behind

by 卡塔尔世界杯常规比赛时间 research
卡塔尔世界杯常规比赛时间-avalara business confidence index

new readings from the 卡塔尔世界杯常规比赛时间-avalara business confidence index are unearthing a lot of good advice for firms venturing into the post- (let’s-hope-) covid-19 world.

related: survey: worries for small business clients |  busy season forecast: more chaos   |  survey: drake takes the cake in tax apps  |  there are 4 types of professionals  |   |  pop quiz: can you find $330,000 for your clients?   |  remote work is here to stay   |  salt: the small business disaster waiting to happen   |   |  survey: cpa firms reject staff vaccine mandates

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in five nutshells:

  1. adapt technology to virtual service.
  2. innovate to deal with government tax and economic measures.
  3. look for cloud-based apps accessible anywhere.
  4. automate to stay competitive.
  5. look for new revenue streams to replace older services.

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analysis: how outside capital can remake cpa firms

private capital to the rescue?: esposito and zecca

new next-gen private-equity structure holds the promise of new funding for expansion.

by dom esposito and anthony zecca

midsized to large cpa firms may be considering a private equity transaction as a growth and wealth creation vehicle, but there is much to be considered beforehand.

more on private equity for cpa firms:

exclusive:  ceo charly weinstein explains the private equity deal

flash briefing webinar: a “call to arms” after eisner private equity deal, with dom esposito and anthony zecca

analysis by esposito and zecca: private equity the new source of growth capital for cpa firms?

eisneramper gets private equity backing

esposito is author of “8 steps to great: driving success at the world’s largest cpa firms and how to apply the lessons at firms of all sizes.” more by  dom esposito here.

zecca is the author of “leading from the edge – the new growth handbook with bonus toolkit.” more by anthony zecca here.

here’s what cpa partners engaging in a private equity arrangement can expect.

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how covid changes succession planning

overhead view of people solving a large jigsaw puzzlelarger firms want to drive scale; smaller firms want more distribution and leverage.

by ira rosenbloom

even as the pandemic rips through the world with horrific tragedy, it is also spawning some new ideas, some critical imperatives, and some unforeseen opportunities, especially in the area of cpa firm succession.

more: top 10 steps to maximizing profitability
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we are witnessing a heightened interest in firms committing sincerely to mergers and other practice combinations, and there is now a shifting business culture that aligns better with internal practice succession than we have seen in a long while.

these shifts in succession potential are largely a function of technology, quality of life, client needs (and demands), and resources.

let’s break it down:

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eisneramper takes on private-equity investor, spins out attest firm

charly weinstein on cnbc talking about the private equity deal.

towerbrook capital partners’ infusion “reimagines the traditional accounting firm model.”

by 卡塔尔世界杯常规比赛时间

eisneramper llp – one of the profession’s top 20 firms with more than $420 in annual billings, 200 partners, and 1,200 employees – has sold about half the firm to towerbrook capital partners, a private equity fund with big investments in the financial services sector.

as a result, eisner is splitting into two entities: the legacy eisneramper llp, a licensed cpa firm, to provide attest services, and the new pe-funded eisner advisory group llc, for business advisory and non-attest services. terms were not disclosed but towerbrook has a reputation for taking controlling interests in the companies it funds. audit and assurance account for about 49 percent of eisner’s pre-deal billings, with 42 percent from tax and 9 percent in consulting.

“it will be a positive disruptor in the profession,” according to charly weinstein, eisneramper ceo.  “rather than conforming to traditional frameworks, adopting a new model of ownership facilitates the best structure for the firm to drive growth and innovative solutions to our clients. our colleagues will be able to chart a course for success in our purpose-built practice structure.”

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let’s get real: kill saly

gary cokins on predictive accounting and driver-based budgeting.

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with steven sacks
the new fundamentals

the main problem with the annual budget process as a fiscal exercise done by the accountants is that it is disconnected from the executive team strategy.

more steven sacks: would you buy your own services? | the future of the accounting profession | avoid last-minute deal making | business is about relationships | can a cpa firm be different in a changing market? | a rapidly changing business environment requires flexibility

more with gary cokins: the myths of performance management | gary cokins: the truth about activity-based costing

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corporate finance expert gary cokins says the typical annual budget process allows too much room for bad habits, such as the use-it-or-lose-it mindset of allocated resources, as well as incorporating last year’s inefficiencies in processes into the current year.

five key take-aways:

  1. there is interest now in corporate performance management because executives are frustrated with strategy failure. they are good at formulating strategy, but meeting expected goals is a real problem.
  2. the way to get rid of spreadsheet budgeting is to view the amount of spending of any organization as the result of the confluence of two streams. the first is going to be repeatable work. it tends to be operational. the second is non-repeatable because it involves capital, risk management, and strategy projects.
  3. accounting must carefully identify and construct key performance indicators. but not every type of measurement is key.
  4. activity-based costing is just full absorption costing done correctly, without the “butter spreading” on spreadsheets of labor hours or units produced or sales dollars or full-time equivalent headcount or square feet. none of those reflect the unique consumption that the products or service lines actually consume.
  5. many people have heard about the balanced scorecard, but it’s just a feedback mechanism. the real intelligence is in the strategy map.

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the 5 key skills of innovation

businessman switching on "innovation" slider buttonyour firm needs them now more than ever.

by gary bolinger

peter drucker once said, “every organization, not just businesses, needs one core competency: innovation.”

one core competency. that is powerful. in today’s pandemic environment and, as we prepare for the post-pandemic environment, it is more important than ever in businesses of all kinds, including cpa firms. cpa firms need to prepare to assist clients for the world ahead. there won’t be a return to “normal” as we remember it for some time. and that means cpa firms must innovate in client service to add value in this new environment.

more: advisory vs. low-value clients | what + who leads firms to better service | how accountants are profiting in disruption | ask the right question(s) | seven elements of engagement for cpas | true advisory work isn’t just consulting
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innovation sounds big. innovation sounds big because we tend to think about historic innovations, and they were big. you know … the wheel, the printing press, railroads, mass production, airplanes, the electric light bulb, television, the internet and cellular phones.
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how accountants are profiting in disruption

post with two signs, "same" and "change"seek input on your road map.

by gary bolinger

we live and work in a world that is in perpetual motion. customer and client needs will be different tomorrow than they are today. market expectations will evolve.

more: ask the right question(s) | seven elements of engagement for cpas | true advisory work isn’t just consulting
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all of the change we experience results in transformation. transformation creates disruption. cpas are not immune from any of this.
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