{"id":52887,"date":"2017-11-08t05:00:50","date_gmt":"2017-11-08t10:00:50","guid":{"rendered":"https:\/\/48e130086c.nxcli.net\/?p=52887"},"modified":"2023-10-05t09:18:46","modified_gmt":"2023-10-05t13:18:46","slug":"tech-advances-will-lead-dichotomy","status":"publish","type":"post","link":"\/\/www.g005e.com\/2017\/11\/08\/tech-advances-will-lead-dichotomy\/","title":{"rendered":"putting big-firm growth strategies to work at small local firms"},"content":{"rendered":"
<\/a>balancing hi-tech with hi-touch to remain the essential advisor. by art kuesel<\/i> increases in needs for revenue growth and people development to fulfill succession plans are fueling several macro-trends led by small, local firms.<\/p>\n more from the map survey:<\/b> technology evolving faster than accounting firms<\/a> | will staffing challenges change the definition of partner?<\/a> | firms focus on profitable growth, true leadership<\/a> | technology playing center stage in cpa profession<\/a> first, smaller local firms are adopting robust organic growth strategies once only reserved for large local, regional or national firms. early indications suggest that these plans have begun to deliver expected organic results, though not enough to solve the problem. so, additional resources, additional strategies are under consideration to fuel growth.<\/p>\n <\/p>\n a perfect example of this is a four-partner firm seeking to hire a full-time business development (sales) person to add to the growth equation. or, a three-partner firm converting a high-potential young professional from client service into business development. and, a six-partner firm converting a partner from 90 percent client service to 90 percent business development to drive more revenue into the firm. these actions are indicative of a serious focus on business development and recognition that the growth model needs to evolve.<\/p>\n and, as turnover hit new highs, particularly among the bench of future partners, more firms finally are investing heavily in people development. again, trickling down to smaller and smaller firms, many large local firms are creating robust internal programs to accelerate their future leaders and partners. among the topics often included is personal business development, as firms seek to drive additional revenue from this formerly dormant population (as well as to prepare them for the future demands of leadership positions). these development programs were once a strategy you\u2019d only see from regional, national and international firms, because of their cost and complexity.<\/p>\n with millions of high-paying jobs in public accounting and private industry at risk \u2013 as well as the reputation and value of what an accountant can bring to the table \u2013 leaders in the profession have begun to take action and get the word out on automation, artificial intelligence and robotics. what\u2019s missing, still through 2018, will be the answers. limited answers and theories will emerge and blueprints be drafted, but will not yet be actionable for many firms beyond the top 25 or so.<\/p>\n a simple and logical defense will hit most firms squarely between the eyes and that will be to aggressively work toward elevating their roles beyond accountant to that of trusted advisors, nearly impervious to automation advances.<\/p>\n while investing more heavily in technology and automation, firms at the same time will be pushing their leaders to build stronger and more meaningful relationships with clients.<\/p>\n","protected":false},"excerpt":{"rendered":"
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