Until Partners and senior practice decision makers of accounting firms can master the art of re-invention, they face going the way of the fax machine. The struggle to stay relevant amid industry changes and evolving client demands is a pressing one. In this article, Andrew Robertson shares his top three strategies for ensuring Accountants stay relevant and continue to prosper over the next decade.
We all get too busy. But being too busy to hold your annual planning day can lead to stagnation and demotivation for you and your team. Plus, somehow it just seems to make you busier. This week Andrew delves into why skipping the annual strategy session is so bad, as well as all the great reasons for making it happen.
I know it’s been headlines for years, but I’m still seeing firms missing out on huge opportunities presented by new technologies. This frustrates me because I know how to turn the tides, how to harness the new and sometimes disruptive forces and make them work towards greater profits.
While finding and keeping great people has always been a challenge, it’s becoming even harder. Our industry traditionally offers limited career options and this leaves the profession open to losing its best people for more money or career advancement. This week discusses why people are leaving and what you can do to ensure your firm is attracting and retaining the best people.
When Accountants decide to grow, they know they need more people on the team to increase capacity. Unfortunately, there are some fundamental mistakes that can be made at this point. Ones that not only inhibit your growth, but may well set you back many months when they do not work out. Fortunately, these can be avoided by applying a little growth strategy before you begin hiring.