Many accountants may have opportunities to expand their service offerings to small business clients by providing financial planning and forecasting, according to a new survey. Just one in three accountants offers financial planning or forecast services as part of clients’ business planning process, according to a survey of 150 accountants
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Firm practice management
A pipeline for diversity
A professionwide effort to grow the ranks of underrepresented minorities in accounting has been developed by the Howard University School of Business Center for Accounting Education’s Pipeline Working Group, supported by the AICPA. The initiative is focusing on reaching out to high school and community college students in an effort to create a pipeline of talent to the profession.
Time’s up: The benefits and challenges of moving away from the billable hour
Transitioning away from a billable-hour model can improve margins and customer relations. But it also comes with plenty of challenges. Learn how one firm made the switch.
All in a dishonest day’s work
It’s difficult to believe, but sometimes CPA firm employees, and even partners, steal from clients. While a CPA firm’s leaders may believe this would never happen to them, claim experience in the AICPA Professional Liability Insurance Program demonstrates this does occur.
AICPA advises CPA firms to review state registration and compliance
CPA firms are being urged by the AICPA State Regulation and Legislation team to review their registration compliance procedures to ensure that they are complying with out-of-state registration requirements when performing attest engagements. The AICPA advisory was issued after recent activity by some state boards of accountancy to ensure that
High-functioning firms
High-functioning firms have leadership teams that assess situations, develop strategies, and make and execute decisions with relative ease, speed, and success. Others, however, function with a drag that pulls against their momentum, causing the business of leading, managing, and executing to take longer and produce less-than-stellar results. High-functioning firms seem
Risky business of serving the rich and famous
CPAs providing a menu of services to high-profile individuals are at risk of being blamed for a decline in the celebrity’s net worth.
The leading edge: Tips from the AICPA Leadership Academy
What does it take to be a great leader? What are the keys to inspiring and guiding others to maximize their potential? This article looks at five lessons learned at the AICPA Leadership Academy.
Effective performance management
For a manager, few things are more difficult than delivering honest performance feedback to an employee. And far too many managers don’t give feedback at all. Fortunately, there are ways to address performance review problems. Success lies in the execution of these simple ideas. Define the culture of your
Considerations when working with an aging client base
CPAs should be cognizant of the professional liability risks that may exist when working with aging clients.
Do’s and don’ts of due diligence
When is the best time to perform due diligence in the accounting firm merger process? What should each side look for? How should the parties respond to unexpected findings? Find out in the 12th and final installment of the series “CPA Firm Succession: Solidifying the Future.”
Payroll, tax top choices for outsourcing in finance
Payroll and tax remain the most often outsourced functions for accounting and finance departments in the United States and Canada, according to a new survey. Outsourcing of payroll occurs at nearly half of U.S. and Canadian companies participating in the fifth annual benchmarking survey released jointly Tuesday by staffing services
The Brazilian way
Brazil, which hosts the World Cup in men’s soccer this summer and the Olympic Games in 2016, remains a top destination for foreign direct investments despite slowed economic growth. Businesses that expand into Brazil quickly learn the Latin American country has many faces.
Managing risk in a CPA firm merger or acquisition
Firm leaders must weigh many considerations during the due-diligence, negotiation, and integration phases of a successful merger or acquisition.
The culture test
Ask managing partners for the top reason an accounting firm merger succeeded or failed, and the most popular answer you’ll hear is culture. Learn how firms can assess and adjust for cultural differences in a merger in the 11th installment of the series “CPA Firm Succession: Solidifying the Future.”
Accounting across borders
CPA firms are finding international services a booming business, based on responses to a recent AICPA Private Companies Practice Section (PCPS) survey. The survey examines practitioners’ interest in expanding to new markets and growing an international clientele, as well as firms’ top international challenges and needs.
Raising rainmakers
This article proposes a series of strategies firms can follow to cultivate their young CPAs’ business development identity and the skills needed to go with it.
Bringing in more clients
Networking and visibility are key to building any CPA firm. To establish their brand in the community, CPAs must find the business development approaches that best suit their individual style. The following steps will help them pave their own business development path: Overcome the urge to be the worker
Managing change successfully
Leaders can foster success and overcome resistance with a well-thought-out strategy for implementing any transition and for communicating their plans.
Harnessing the power of the cloud
Cloud computing and increasingly powerful mobile devices are breaking down communication, data access, and market barriers for CPAs, but the breakthroughs also open the door to potential trouble. A panel of technology experts offers advice on how CPAs can make the most of technology while minimizing the risks.
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How to find the right CAS clients
The key to success with CAS is selecting the best clients. Tools like ideal client profiles (ICPs), buyer personas, and even artificial intelligence can help identify the businesses that best fit each CAS practice.
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