strategy archives - page 23 of 47 - 卡塔尔世界杯常规比赛时间

how retirement issues affect succession planning

december 8, 2015

if you believe your firm will be dysfunctional without you, now is the time to fix it.

by bill reeb, dominic cingoranelli, and tommye barie
the succession institute

when we take our clients through succession planning, eventually the focus turns to implementing the best practices for running a firm – but first we normally have to start with short-term retirement issues.

more on performance management: succession: the questions to care about | how partner ratings factor into equity | the pitfalls of equity allocation and reallocation | cpa firm performance assessments: 15 core competencies, 21 questions | what having your employees’ backs means

why? because typically you won’t get any buy-in for change until the partners have looked at whether the current retirement system is paying at least roughly a fair market value to the near-term retiring partners.

succession: the questions to care about

december 2, 2015

by succession institute

bonus checklists: 5 rules to govern a succession plan. 8 keys to an effective compensation system.

by bill reeb and dominic cingoranelli

we’ve seen a lot of frequently shared, misdirected advice on commonly discussed succession issues. we would rather stop focusing on symptoms and start focusing on resolving the root cause issues that a good succession plan should address.

more on performance management: 7 succession questions to ignore for now | hazards of not reallocating equity | develop your employees or suffer the consequences | how to target what skills to develop now | what having your employees’ backs means

our solution: the robust succession framework

first and foremost, good succession management is a function of good business operating practices. over and over, we find successful firms – including many that have even effectively retired partners in the past – that are overlooking some very important best practices.
read more →

firms growing, still face talent challenges

december 1, 2015

by 卡塔尔世界杯常规比赛时间 research

take cues from trends outside the industry, too.

they say “past results are no indication of future performance.” maybe. maybe not. but if anyone should know, it’s our panel of experts, their comments drawn from the new edition of the rosenberg map survey. these are their bullet points and comments, verbatim, looking back at the last 12 months and looking ahead to 2016. – rick telberg, ceo

more from the rosenberg map survey: outlook 2016: another economic storm coming? | how succession issues are driving desperation mergers | strategic plans undermined by out-of-control partners | talent wars go from white gloves to boxing gloves

by angie grissom
the rainmaker companies

lessons from 2015:

accounting firms are feeling the crunch for hiring and developing team members. they are starting to do two things:
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do you want a practice … or a business?

november 25, 2015

by hitendra patil

7 decisions accountants may someday regret.

by hitendra patil

you might end up losing a million dollars or more. surprised? here are ways you could be frittering money away without even realizing it.

more on entrepreneurial strategy: new survey results: ‘decisiveness’ rated top trait for success in accounting business | the 5 most common marketing blunders accountants make | 10 things that accountants didn’t worry about 10 years ago | what if accounting firms were ‘apps?’ | six steps for a better tax season

1. doing instead of getting things done

accounting is not a service industry. hotels and package delivery are service professions. they thrive on efficiency, technology, standardization of processes and so on. read more →

7 succession questions to ignore for now

november 24, 2015

by succession institute

there’s some misdirection in succession management out there.

by bill reeb and dominic cingoranelli
卡塔尔世界杯常规比赛时间 / succession institute

you can’t go a week without seeing some article or blog focused on succession management and everyone seems to have a different opinion as to what is important when addressing succession. so, we thought it was time we challenged some of the more common misconceptions.

more on performance management: how partner ratings factor into equity | hazards of not reallocating equity | the pitfalls of equity allocation and reallocation | develop your employees or suffer the consequences | 5 harmful management attitudes (and how to fix them) | do cpa firms need management or leadership?

the first thing most authors want to focus on with succession is the development of future leaders. then the dialogue will shift quickly to mentoring programs, leadership training and more. well, it would be hypocritical for us to disagree with this because we actually develop and conduct these kinds of programs. however, training such as this is only valuable after many other issues are addressed first. so, while it is important, i guess the best phrase to describe this is “first things first,” and this is not first by any stretch of the imagination.

outlook 2016: another economic storm coming?

november 21, 2015

by 卡塔尔世界杯常规比赛时间 research

progressive firms should prepare now.

by jeff pawlow
the growth partnership

lessons from 2015:

i am troubled about this year’s numbers, especially when combined with what i am seeing as a consultant in the profession and the anecdotal evidence all around me. in fact, i’m bearish on the short-term outlook for the profession. call me a contrarian, but i think 2014 and 2015 will go down as the calm before the (next) storm.

more from the rosenberg map survey: outlook 2016: change catches up with auditors | strategic plans undermined by out-of-control partners | growth, succession plans critical for firms | talent wars go from white gloves to boxing gloves | trend outlook 2016: change agents needed

organic growth for responding firms in 2014 was 4.7 percent, down from 5.2 percent in 2013. neither number could be construed as being “robust” and the downward trend is troubling given the so-called “recovery” that is supposedly happening.

how succession issues are driving desperation mergers

november 19, 2015

by terence putney

millennials, aging partners both skeptical.

by terry putney
transition advisors

lessons from 2015:

the issue we are seeing that is most troublesome for firms is their lack of talent that can be developed into future leaders. often partners want to place blame on the millennials and the different views they have regarding work-life balance.

more from the rosenberg map survey: outlook 2016: change catches up with auditors | strategic plans undermined by out-of-control partners | growth, succession plans critical for firms | talent wars go from white gloves to boxing gloves | trend outlook 2016: change agents needed

however, it is clear many firms have failed to invest in leadership development. so they don’t have enough time to provide succession for retiring partners in their firms.

nine factors for dividing the partner pie

november 17, 2015

by succession institute

how to decide who gets how much voting power.

by bill reeb and dominic cingoranelli

people who can lead, develop, train and supervise others are worth much more than those who can just make themselves faster, better and stronger.

equity ownership allocation is a critical success factor if you expect your firm to continue after you leave. for many firms, reallocation of equity ownership is or will be an important part of succession planning. while it can cause some anxiety for your owners’ group as you go through the process, it’s better to confront the issues now, to help ensure that your firm is in good hands after your leave. it’s not necessarily easy, but it must be addressed for long-term success.

more on performance management: hazards of not reallocating equity | the pitfalls of equity allocation and reallocation | develop your employees or suffer the consequences | cpa firm performance assessments: 15 core competencies, 21 questions | do cpa firms need management or leadership?

when you are deciding which partners should have more say (or less say, which is just as important), you need to consider issues such as whose judgment partners trust, who is pulling the wagon, who consistently acts in the firm’s best interest, or who is viewed as a current or future leader. with this in mind, here are nine areas to evaluate or each partner: read more →

outlook 2016: change catches up with auditors

november 14, 2015

by gale crosley

new technology is only part of the movement.

they say “past results are no indication of future performance.” maybe. maybe not. but if anyone should know, it’s our panel of experts, their comments drawn from the new edition of the rosenberg map survey. these are their bullet points and comments, verbatim, looking back at the last 12 months and looking ahead to 2016. – rick telberg, ceo

by gale crosley
crosley company

lessons from 2015:

over the past year, i’ve noticed smaller firms engaged in acquiring firms yet smaller than them. they’ve observed larger firms mastering merger integration, and are now taking the plunge.

strategic plans undermined by out-of-control partners

november 10, 2015

by carl george

too many firms are waiting to make plans.

they say “past results are no indication of future performance.” maybe. maybe not. but if anyone should know, it’s our panel of experts, their comments are drawn from the new edition of the rosenberg map survey. in this installment, the former ceo of clifton gunderson says too many firms are falling short of their own goals because of mis-managed partner teams. he doesn’t exactly blame it on greed. but we can. – rick telberg, 卡塔尔世界杯常规比赛时间 ceo

by carl george
carl george advisory

lessons from 2015:

succession remains an issue as the baby boomers are leaving the profession. i see many firms that have waited too long for succession planning, and, of course, the owners have aged. i call it the “clip the coupon for one more year syndrome”! the problem arises when that one year becomes three years, five years and longer.

more on the 2016 outlook & forecast: growth, succession plans critical for firms | cpa firm growth rates hit a wall | the five treacherous factors hobbling today’s cpa firm | sam allred: change agents needed | allan koltin on talent wars go from white gloves to boxing gloves | get the full report: the rosenberg map survey

without the next tier of leadership and ownership, some firms become very vulnerable, and they have to look at alternatives like merging up. firms in this position oftentimes see the firm value declining as “buyer” firms may view them as high-risk firms.

the hazards of not reallocating partner equity

november 10, 2015

by succession institute

“this stage is usually when the crap hits the fan in many organizations.”

by bill reeb and dominic cingoranelli
卡塔尔世界杯常规比赛时间 / succession institute

let’s look at the common pitfalls we find with ownership distribution, using scenarios to drive home various points. let’s say we have a five-partner firm.

the ownership and age is as follows:

partner equity age

senior partner 1 (sp1) 35% 65

senior partner 2 (sp2) 35% 63

junior partner 1 (jp1) 15% 53

junior partner 2 (jp2) 10% 48

junior partner 3 (jp3) 5% 42

first of all, many firms would die for this kind of age split as – unfortunately – many firms have partners much closer in age than this 23-year range example. but continuing on, let’s say senior partner 1 (sp1) wants to retire at the end of this year. if this would occur as it does in many firms, we would be scrambling for additional partners. but for the sake of this discussion, let’s say we just addedjunior partner 3 (jp3) last year and we will add jp1 immediately after sp1’s retirement with an ownership interest of 5 percent.

so, if this were to occur without unusual intervention, the new ownership percentages would look something like this a year later:

12 simple rules for a retreat

november 2, 2015

by marc rosenberg

and don’t skimp on the prep work.

by marc rosenberg
cpa firm retreats

the purpose of a retreat is to motivate the management team and build a spirit of teamwork.

more on retreats: leave your retreat with a to do list | every retreat needs a leader, but who? | retreats are no place for clowns | who should participate in a retreat? | retreat logistics: how long, what kind? | what should cpa firms discuss at retreats? | why do cpa firms conduct retreats?

these objectives can be much better achieved by following a 12 simple rules: read more →