what’s in a (firm) name?
there are reasons to change, but don’t do it without reflection.
by marc rosenberg
mergers & acquisitions
merger mania: the non-traditional way
out-of-the-box thinking for cpa firms seeking new growth strategies.
by bill carlino
transition advisors
dean quiambao: ‘if you’re not disrupting, you’re not doing it right’
tip you can use: an integration team for mergers.
by kayleigh padar
from success to significance: the radical cpa guide
the top 11 reasons cpa firm mergers fail
mutual culture warrants due diligence. 4 questions to ask.
by domenick j. esposito
8 steps to great
the three laws of physics in accounting firm mergers
what led to the succession crisis? inertia.
by r. peter fontaine
7 steps to take as your firm grows
a bigger firm needs bigger thinking.
by steven e. sacks
jon baron: re-invest in your firm or get out? [video]
m&a candidates: valuations and vetting
plus consultant fee structures and integration committees.
by domenick j. esposito
8 steps to great
yes, bigger is better
like it or not, size sells and matters.
by domenick j. esposito
8 steps to great
how artificial intelligence will drive the next wave of merger mania
it may be time to prepare a plan b.
by domenick j. esposito
8 steps to great
when the inmates are running the asylum
crazy doesn’t get better by adding more crazy.
by dom cingoranelli
“we can’t really enforce this because we don’t want to risk having him (or her) quit.”
i can’t tell you how many times we hear something to this effect when we talk with cpas. we hear this at small firms and we hear it at large firms. we hear it from partners, from directors, and from managers. it doesn’t matter what size firm they’re in, nor does it matter what level or position they hold.
it’s always the same line. it reminds me of the old adage, “the inmates are running the asylum.” and, it raises the question of who actually is running the firm. who’s in charge?
the two most common management styles
do cpa firms need management or leadership?
by bill reeb and dominic cingoranelli
let’s start out with a straightforward question. what is the difference between management and leadership?
more on performance management: 8 ways to manage clients | the limitations of rainmakers | firms only grow when partners play their roles | the four basic parts of cpa firm partner agreements | younger partners see succession differently | how to compensate your managing partner | the job of managing partner: empowered or emasculated? | how the best managing partners turn ideas into reality
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from one point of view, leadership is far different than management.
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8 ways to manage clients
this is job 1 for the practice owner.
by bill reeb and dominic cingoranelli
whether you simply desire to improve your firm’s operations or identify and implement a new long-term strategy, you need to be clear about the role that the owners, partners or shareholders should be playing in your firm.
more on performance management: the limitations of rainmakers | different roles for different partners | how big ‘books’ hurt firms | developing a three-year vision [video] | more merger questions than you imagined | mps: how to elect them … and fire them | partners as role models: the good, bad & ugly | managing the managing partner
to be sure, the roles and responsibilities of a cpa firm owner or owners will vary from firm to firm, based on that firm’s needs and circumstances, and you need to adapt any recommendations to fit your firm’s situation.
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