{"id":561,"date":"2007-01-03t12:25:00","date_gmt":"2007-01-03t17:25:00","guid":{"rendered":""},"modified":"-0001-11-30t00:00:00","modified_gmt":"-0001-11-30t05:00:00","slug":"big-issues-big-opportunities","status":"publish","type":"post","link":"\/\/www.g005e.com\/2007\/01\/03\/big-issues-big-opportunities\/","title":{"rendered":"big issues, big opportunities"},"content":{"rendered":"
cpas weigh in on the profession’s biggest, toughest problems.<\/i><\/p>\n
even the smallest gains resolving these gargantuan issues could pay big dividends.<\/p>\n
join the survey here<\/a>.<\/p>\n which issues are most in need of new, creative thinking?<\/b> staff entering the profession. this would lay the foundation for meeting a number of the items above with energy and new thought processes.<\/b> a way to stay current with all the email. as a consultant i see many different types of paperless audit software packages, some are better than others, but all seem to have at least one thing or function that is great. if i were to act on one big opportunity, it would be to create a new paperless audit package that has all the great functions of the packages currently on the market as well as some upgrades. then you would have the best of the best and more in one paperless package.<\/b> be open for new ideas communication which increase productivity & creativity. communication. the harder we try to be better communicators, the worse it seems to get. cut down on administrative time. have a hard time getting administrative staff to think of change, to design systems that take advantage of time saving features. develop a marketing plan that will continue to increase clients lost as as result of attrition. client retention.<\/b> everyone working virtual <\/b> foreign exchange rate between the u.s. dollar and the euro. why? because we purchase 80% of our finished goods\/raw materials in euros.<\/b> get all subsidiaries globally on one erp and reporting package overnight.<\/b> hire the best and compensate above average so we spend less time on details and more time on big-picture ideas.<\/b> how to get middle managers to accept new procedures and innovative ideas for auditing. there is a medium of comfort that those above you and below the major forces possess that is unshakable<\/b> i wish i had the ear of the secretary of the us treasury, the aicpa president and the iia president. i don’t have all the answers, but simple answers about how to improve the value external and internal audit provide to investors are being missed. in my opinion it is because history and power are too invested in having financial audit remain the center of the audit universe, when in reality it is only one appendage of the total value we should add. it is a little scary that investors base financial decisions on the temperature (external audit and fs’s) of an organization and not the full body scan (governance and management control assessment\/ratings.)<\/p>\n i would simply highlight the inordinate reliance on the fs’s. even sox which tried to add the right value used financial audit as the center of the universe…<\/b> i would have to say my wish is to put humanity back into mankind. it is peace on a global scale and love, kindness and civility at the local level. life is far too short to lose the opportunity to value each other. i plan to seize the opportunity to make our workplace a place where we value each other and every one of our team members and hope that they play that forward – to their friends and family and pretty soon the world will be a better place!<\/b> i would like to improve the customer service within our office<\/b>. i would solve the problem of promoting from within. it seems that our company always looks outside the walls for new talent leaving inside talent frustrated and looking for another job.<\/b> providing good medical insurance benefits to all employees at a reasonable cost.<\/b> strategy for successful expansion into european union in place.<\/b> stop technology & regulation changes for 6 months so that i can catch up.<\/b> the paperless office. very costly to implement.<\/b> learning and education support service<\/b> to maintain stable employee base–without it the learning curve goes on forever and creativity really doesn’t flow<\/b> unlimited capital – because we have only opportunity in front of us, limited only by the resources of money and time.<\/b> work\/life balance – it is extremely difficult to manage time when there are a lot of pressures involved in your profession.<\/b> wow, good question! administrative duties and “professional reading” to keep up-to-date take up lot of my time. it would sure be nice to cut that time without hiring someone to do it all for me. and even they couldn’t do the reading! cpas weigh in on the profession’s biggest, toughest problems. even the smallest gains resolving these gargantuan issues could pay big dividends. join the survey here. which issues are most in need of new, creative thinking? (check all that apply.) 67% … continued<\/a><\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","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":[2254],"tags":[6],"class_list":["post-561","post","type-post","status-publish","format-standard","hentry","category-growth","tag-bsg-business-builder"],"acf":[],"yoast_head":"\n
\n(check all that apply.)
\n67%\tretaining good people
\n48%\twork\/life balance
\n46%\tkeeping up with technology
\n46%\trecruiting new talent
\n46%\tstreamlining operations
\n42%\tanticipating change
\n40%\tworking from anywhere
\n38%\tgenerating new opportunities
\n38%\tgrowing a new generation of the profession’s leaders
\n35%\tplanning for succession
\n33%\tdeveloping new products\/services
\n27%\tmanaging client\/boss expectations
\n25%\tmeeting salary expectations
\n25%\tadopting new marketing ideas
\n23%\tchange management
\n23%\tpublic perceptions of the profession
\n21%\tcutting costs
\n21%\tmanaging regulatory changes
\n21%\tglobalized challenges and\/or opportunities
\n19%\tstaffing shortage
\n19%\tcoping with economic changes<\/b>
\nsource: bay street group llc<\/i>
\n
\nverbatim responses…<\/b>‘quote, unquote’: if you could “snap your fingers” and solve just one big challenge — or seize just one big opportunity — what would it be? and why?<\/b><\/b>
\nidentified by:
\nsector
\nsize of office
\nposition
\nand name, if volunteered<\/i><\/p>\n
\npublic accounting
\n11 to 50
\nsenior executive\/partner\/cfo\/controller<\/i><\/p>\n
\n<\/b>business or industry
\nmore than 500
\nsenior staff\/general management<\/i><\/p>\n
\ncpa\/consultant
\n51 to 100
\nmanager – internal audit consulting
\nbrent mcclure, cpa<\/i><\/p>\n
\n<\/b>public accounting
\n1 to 10
\nmanaging partner\/ceo\/coo\/sole prop.<\/i><\/p>\n
\n<\/b>business or industry
\n11 to 50
\nsenior staff\/general management<\/i><\/p>\n
\n<\/b>not-for-profit
\n51 to 100
\nsenior executive\/partner\/cfo\/controller<\/i><\/p>\n
\n<\/b>public accounting
\n1 to 10
\nmanaging partner\/ceo\/coo\/sole prop.<\/i><\/p>\n
\npublic accounting
\n1 to 10
\nmanaging partner\/ceo\/coo\/sole prop.<\/i><\/p>\n
\npublic accounting
\n51 to 100
\nsenior executive\/partner\/cfo\/controller<\/i><\/p>\n
\nmanufacturing
\n101 to 500
\nsenior executive\/partner\/cfo\/controller<\/i><\/p>\n
\nbusiness or industry
\nmore than 500
\nsenior staff\/general management<\/i><\/p>\n
\nmonica glenny
\npresident
\ndatacraft, inc.
\nrockford, il<\/i><\/p>\n
\njames kane
\nauditor
\ndhs office of inspector general
\noakland, ca<\/i><\/p>\n
\ndan clayton
\nsenior manager
\nchan healthcare auditors
\ntucson, az<\/i><\/p>\n
\ntom hood, cpa
\nceo
\nmaryland association of cpas
\ntowson, maryland<\/i><\/p>\n
\nmarcelo berthin h.
\nfinancial analyst
\nusaid\/bolivia
\nla paz<\/i><\/p>\n
\nproject manager
\ngranite construction inc.
\nwatsonville, ca<\/i><\/p>\n
\naccounting services manager
\nflying j
\nogden, ut<\/i><\/p>\n
\nbusiness or industry
\n1 to 10
\nmid-level staff\/internal audit<\/i><\/p>\n
\npublic accounting
\n1 to 10
\nmanaging partner\/ceo\/coo\/sole prop.<\/i><\/p>\n
\npublic accounting
\n1 to 10
\nmanaging partner\/ceo\/coo\/sole prop.<\/i><\/p>\n
\ndries oosthuizen
\npricewaterhousecoopers
\nsouth africa,johannesburg<\/i><\/p>\n
\nbusiness or industry
\n1 to 10
\nmanaging partner\/ceo\/coo\/sole prop.<\/i><\/p>\n
\npublic accounting
\n1 to 10
\nmanaging partner\/ceo\/coo\/sole prop.<\/i><\/p>\n
\nnhing b. reyes
\nsenior manager
\nernst & young
\nsaipan mp 96950<\/i><\/p>\n
\n<\/b>dawn jessee
\nowner\/president
\ndawn j. jessee, cpa, pc
\nrichmond, va<\/i><\/p>\n","protected":false},"excerpt":{"rendered":"