{"id":122293,"date":"2024-02-08t11:55:12","date_gmt":"2024-02-08t16:55:12","guid":{"rendered":"\/\/www.g005e.com\/?p=122293"},"modified":"2024-08-29t23:53:56","modified_gmt":"2024-08-30t03:53:56","slug":"why-strategic-thinking-impacts-your-firms-future","status":"publish","type":"post","link":"\/\/www.g005e.com\/2024\/02\/08\/why-strategic-thinking-impacts-your-firms-future\/","title":{"rendered":"why strategic thinking impacts your firm\u2019s future"},"content":{"rendered":"
<\/strong><\/p>\n what do \u201cdisturbing the present\u201d and \u201cparadigm shift\u201d really mean?<\/strong><\/p>\n by marc rosenberg<\/i> roberto goizueta, the late chairman of coca-cola, and certainly one of the top two or three ceos of the last 30 years, said it best: \u201cchallenging the status quo when you have been successful is difficult. if you think you will be successful running your business in the next 10 years the way you did the last 10 years, you\u2019re out of your mind. to succeed, we have to disturb the present.\u201d<\/p>\n more: <\/b>seven things good firms must do<\/a> | five ways to separate accounting winners from losers<\/a> | core values: why your firm needs them<\/a> | voting on ownership basis? three better methods<\/a> | fifteen big questions for your next strategy session<\/a> compared to most vocations, cpa partners make a pretty good living. their success has been attributable primarily to a combination of the following:<\/p>\n there will always be firms that will continue to be successful by doing things as they have always done. but those firms are the exception. most firms realize that they must react to challenges but haven\u2019t figured out how<\/strong>.<\/p>\n strategic thinking is critical to the future success of cpa firms. indeed, strategic thinking or visioning is critical to the future success of any<\/strong> organization. the following evidence supports these statements:<\/p>\n the value of brainstorming the future of your firm, creating a picture of how you would like your firm to look in five to 10 years, developing specific, measurable goals to achieve the vision, assigning the goals and their deadlines to individuals, establishing accountability for accomplishing the goals, and implementing these plans \u2026 is incalculable.<\/p>\n many firms that i work with are \u201cstuck in the mud\u201d in the strategic planning area. they have had success doing things the same way for many years. intuitively, they know they should make some changes to keep up with what they are hearing. but they don\u2019t know how to get started. many still think that the old ways will continue to work throughout their lifetime, despite what the so-called experts say. some are afraid that the changes they will have to make are so drastic that they will no longer enjoy being a cpa.<\/p>\n there is a great phrase for what these \u201cstuck in the mud\u201d firms need to do: achieve a paradigm shift. many years ago, joel barker illuminated all of us with his legendary book and tape on paradigms. he defines paradigms as \u201csets of rules that govern our actions. they establish boundaries. it\u2019s not important that the paradigms are valid. the most significant thing is that we believe<\/strong> the paradigms to be valid. most paradigms are self-imposed and are subconscious.\u201d<\/p>\n firms that are \u201cstuck in the mud\u201d have what barker terms \u201cparadigm paralysis\u201d and need to achieve a paradigm shift. that\u2019s the hard part. the easy part will be counting the money when it starts coming in, the result of implementing strategic initiatives.<\/p>\n","protected":false},"excerpt":{"rendered":" what do \u201cdisturbing the present\u201d and \u201cparadigm shift\u201d really mean?<\/strong>
\nthe rosenberg practice management library<\/i><\/a><\/p>\n
\nexclusively for pro members. <\/span><\/strong>log in here<\/a> or 2022世界杯足球排名 today<\/a>.<\/span><\/p><\/blockquote>\n\n
\nother skills are also important, such as:<\/p>\n\n
\n
\n<\/a>
\nby marc rosenberg<\/i>
\nthe rosenberg practice management library<\/i><\/a><\/p>\n","protected":false},"author":1339,"featured_media":54237,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_relevanssi_hide_post":"","_relevanssi_hide_content":"","_relevanssi_pin_for_all":"","_relevanssi_pin_keywords":"","_relevanssi_unpin_keywords":"","_relevanssi_related_keywords":"","_relevanssi_related_include_ids":"","_relevanssi_related_exclude_ids":"","_relevanssi_related_no_append":"","_relevanssi_related_not_related":"","_relevanssi_related_posts":"","_relevanssi_noindex_reason":"","footnotes":""},"categories":[1908,3120,3002],"tags":[],"class_list":["post-122293","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-management","category-pro-member-exclusive","category-special"],"acf":[],"yoast_head":"\n