still, most firms don’t “get” it. via chief learning officers organizations with strong learning culture have 37 percent greater employee productivity, are 32 percent more likely to be first to market and are 17 percent more likely to be market … continued
re-learning the basics of biz dev. in today’s uncertain economy, it seems that cpa firms must be especially agile and adaptable to survive. they must be real “learning organizations.” but what are the characteristics of an agile, adaptable, quick-learning cpa … continued
how building the right kind of “learning organization” can be the key to long-term survival. by rick telberg doug thompson, the recently retired president of the cpamerica network of accounting firms, was thinking about the key to success in today’s … continued
in today’s uncertain economy, cpa firms must be especially agile and adaptable to survive. they must be real “learning organizations.” so here’s the question: what are the characteristics of an agile, adaptable, quick-learning cpa firm? and how do you get … continued
top 5: deloitte, pwc, rothstein kass, marcum, and dixon hughes.
this year, vault said, firm culture, as opposed to prestige, emerged as the most important determining factor. in fact, 36% of all accounting professionals surveyed said firm culture was most important, while only 11% cited prestige as most important. the other top factors cited by survey respondents were: lifestyle/work-balance (14%), location (13%), compensation (5%) and training opportunities (also 5%).
two things smart firms do, no matter what. [jwplayer mediaid=”51967″] good advice from randy johnston, executive vice president of the hutchinson, kan.-based network management group inc. related: how to think about your ‘brand’ for the web age [video] randy johnston: … continued
the bookkeeping center trains low-income workers for new careers in accounting. [youtube]ipkpl4pxbyw[/youtube] the bookkeeping center, a 501(c)(3) nonprofit organization, seeks to build opportunity for low-income individuals by providing affordable training in bookkeeping. their 20-week training program, discoverbookkeeping, offers instruction in … continued
new approaches to old challenges. source: accounting office management & administration report via www.cpaleadership.com. to subscribe to aom&ar, go to www.ioma.com. chicago-based ceb & company llc was formed in 2008 when patrick o’malley and william m. kwit split off from … continued
rick richardson’s rules for smart cpa tech spending. in the aicpa insider, alexandra defelice talks to cpa tech guru richardson (cpa, citp, ex-ernst) about what cpas need to know today about managing their current investments and preparing for the next … continued
what rita keller teaches us from southwest airlines’ legendary founder.
by rick telberg
it’s been a rollercoaster ride in the past few years, with firms at first drowning in work, followed by a crippling staff shortage, then a market crash and belt-tightening, then re-expansion with a broadly profitable busy season. so a few weeks of peace and quiet this summer could seem appealing to staff and management alike.
but management guru rita keller is here to tell you that you can’t afford much rest. “there’s work to do,” she says about cleaning up rusty and outmoded cpa firm management practices. keller has a message for firms to focus on marketing, mentoring and managing — the three ms.
for new partners and senior managers. via upstream academy set to launch in june, the academy for business development will bear many of the signature characteristics of upstream academy’s other programs. “everything we do at upstream emphasizes timeless principles, proven … continued
no fee growth across all sizes of firm by marc rosenberg, cpa the mantra in 2009 was “flat is up,” which meant that cpa firms would gladly settle for 2009 revenues that simply held firm at the 2008 level, given … continued
eight structured steps that cpa firms can use to develop and nurture talent.
unfortunately, even the best-intentioned mentoring initiatives can easily fizzle in the early stages, before delivering value to the participants and the organization at large, according to molly sargent of norwalk, conn.-based professional impressions consulting.
molly has trained and coached thousands of financial professionals and client-facing executives in professional image, presentation skills, business etiquette and sales effectiveness. since 1985, she has helped major accounting firms and fortune 500 companies, including aetna, american express, at&t, citibank, goldman sachs, jpmorgan, key bank, mastercard, pricewaterhousecoopers and prudential achieve breakthrough results.
with so much to gain, how can your firm initiate mentoring in a way that is successful and sustainable?