There are many essential factors in planning an annual Partner Meeting, including selecting the appropriate discussion topics, and developing a relevant and strategic agenda. What made your firm successful in the past may not be the same formula that will lead to success in the future.
Read MoreFor many years M&A activity in the public accounting industry was primarily driven by succession planning issues. Surely, succession challenges still play a role in a firm’s decision to sell or merge.
Read MoreWhat separates the good from the great teams? The difference is that they are skilled at avoiding common pitfalls in their team structure, have outstanding leadership and coaches, and implement game strategy.
Read MoreOne of the most challenging problems of leading a CPA firm in this very competitive environment is the ability to implement succession strategies and initiatives with a “sense of urgency.”
Read MoreDuring these unprecedented times, it is difficult to predict the future. Thus, the leaders of today’s CPA firms should focus on planning for various options based upon as many possible scenarios as possible. This type of planning explores plausible potential business models and implementation processes for impending unknowns.
Read MoreAs the economic recession and health concerns in our nation are at a pivotal point and closely linked in a "Perfect Storm," strategic-oriented CPA firm leaders will take more of a holistic approach to manage and lead their firms.
Read MoreThe COVID-19 pandemic has forced many changes in the accounting industry and its clients. Some of these changes were ad hoc, temporary, and unpolished, and unfortunately, we will need to continuously address the effects of the pandemic for quite some time.
Read MoreA quick scan of an accounting industry newsletter, periodical, blog, or other related media will reveal one common trend of business activity – mergers and acquisitions of CPA firms.
Read MoreMost merger and acquisition deals typically go through five stages: preliminary discussions; transactional detail meetings and negotiations; an initial agreement outlined in a memo of understanding or letter of intent; due diligence; and the transaction agreement and signing of the partner/shareholder agreement.
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