Rebuilding the Volunteer Spirit - MACPA Case Study


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What is the future of volunteerism? What can non-profits do to reenergize and reorganize their approaches to volunteers in a rapidly changing and complex environment?

The Maryland Association of CPAs has been featured in several national case studies by the ASAE about their governance and volunteer management practices.

Tom Hood, CPA, CITP, CGMA covers the latest trends facing non-profits and associations and then talks about how the Maryland Association of CPAs approaches governance, volunteerism, and how it is using "systems of engagement" to connect and collaborate with more and more members.

This is a presentation given at the ASAE Annual Meeting in 2013 and at the OSAE in 2014.

Published in: Business, Technology

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Rebuilding the Volunteer Spirit - MACPA Case Study

  1. The Maryland Association of CPAs Story of reinventing volunteerism and governance Tom Hood, CEO, Business Learning Institute & Maryland Association of CPAs
  2. If there is a conversation about the future of the profession, you're bound to hear Hood's name mentioned as one of the people leading the way. – Accounting Today Tom Hood, CPA, CITP, CGMA ! Named the Second Most Influential in Accounting by Accounting Today Magazine 2013 ! Top 150 Influencer by Linked-In ! Top 25 Influencers in Learning & HR by HR Examiner ! Top 25 Public Accounting Thought Leaders by CPA Practice Adviser ! Working on Learning Management with AICPA/ CPA2Biz, Cloud Curriculum, Performance Management /XBRL, Leadership & Generations CEO Maryland Association of CPAs (MACPA) Business Learning Institute (BLI)
  3. Best ideas from the Group
  4. The Mission Driven Volunteer! ! The Mission Driven Volunteer – Peggy Hoffman & Elizabeth Weaver!
  5. The Challenge
  6. The New Normal - VUCA
  7. We  are  in  a  race…!
  8. Caused by this guy…!
  9. It’s really a math problem…! 2006!
  10. The Shift Change 1.  Leadership! 2.  Learning! 3.  Technology! 4.  Generations! 5.  Workplace!
  11. The challenge & opportunity is to make the shift from the first curve to the second curve at the right time and with the right strategy
  12. What would Rita say? ! Competitors and customers have become too unpredictable, and industries too amorphous. ! The forces at work here are familiar: the digital revolution, a “flat” world, fewer barriers to entry, globalization. ! To stay ahead, they need to constantly start new strategic initiatives, building and exploiting many transient competitive advantages at once. ! Though individually temporary, these advantages, as a portfolio, can keep companies in the lead over the long run. Innovate often, decide quickly, succeed or fail, repeat   Rita McGrath, Columbia Business School! Author – End of Competitive Advantage!
  13. The end of competitive advantage?
  14. The Innovator’s Paradox ! Ideas aren’t failing because of the insights or product features. Ideas are failing because we are trying to force them to fit the past. ! The more successful you are the stronger the pull of the core (and past) - Geoffrey Moore ! Don’t pave cowpaths... - Dr. Michael Hammer
  15. RONI – Risk of Not Investing Source:    Clayton  Christensen,  “Innova8on  Killers”   16Copyright 2014 by Rita Gunther McGrath
  16. Are you at risk for disruption?
  17. “The first challenge for leaders is to be willing to be open to the idea that your advantage might not last.” - Rita McGrath L I V E SPONSORED BY:
  18. The Warning Signs •  I don’t buy my own company’s products or services •  We are investing at the same levels or even more and not getting margins or growth in return •  Customers are finding cheaper or simpler solutions to be “good enough” •  Competition is emerging from places we didn’t expect •  Customers are no longer excited with what we have to offer •  We are not considered a top place to work by the people we would like to hire •  Some of our very best people are leaving •  The growth trajectory has slowed or reversed
  19. Take the test and add up your score Source: Rita McGrath, End of Competitive Advantage
  20. How do you measure up? Score Band Diagnosis Action Implication 14-28 Danger! Extreme exploitation orientation Urgent issue for senior team; major risk of being disrupted 19-42 Exploitation bias At risk of being trapped; urgently review business health 43-56 Most common; Pockets of agility but fighting with established businesses Innovation and disengagement need to be strengthened and made systematic; senior team needs to get involved 57-70 Moving faster, getting into a rhythm Support those working in new way; focus on resource allocation 71+ Learning to compete with transient advantage Remain watchful! Rita wants to meet you.
  21. So, the size of your enterprise, the scale, your access to capital– all those things that gave you an edge to new entrants, no longer exists. That’s all extremely scary because that means that your job is no longer about managing the present but inventing the future…all the time.” - Nilofer Merchant From Paraminder Bahra in WSJ: How to handle digital disruption in 2014
  22. Now what: The New Strategy Playbook •  Continuous Reconfiguration •  Healthy Disengagement •  Deft Resource Allocation •  Innovation Proficiency •  Discovery Driven Mindset •  Entrepreneurial Career Management
  23. MACPA Case Study Re-inventing Volunteerism • The challenge - are you Inside–Out? •  Need to be innovative, future-focused? But how? • Start with Why & #MBSN • Be the catalyst, not the hub: Outside–In • Cool Tools
  24. How many more projects can we add?
  25.! ! Source: The Mission Driven Volunteer – Peggy Hoffman & Elizabeth Weaver!
  26. Ever feel like this?
  27. Are your resources trapped here? •  Committees! •  Board! •  Chapters! •  Staff!
  28. This was how we looked in 1999
  29. Think Association (MACPA)! Vision & Strategy! CPA Profession Vision!! !! !
  30. Making your thinking visible (or showing the invisible)!
  31. Stakeholder Changes 1999 – 2003 - 2007 Tom showed the change in focus of the Association thru comparing stakeholder maps – with a major emphasis on the new relationships created and managed
  32. Results? More strategic projects From worst to first:! Revenue per FTE $255,000 versus industry average of $188,000!
  33. Cool Tools •  MBSN - Management by Sticky Notes •  i2a: Insights to Action Strategic Thinking •  Vision Alignment Grid •  Opportunity Portfolio •  Grassroots engagement (Townhalls,, etc)
  34. Structured Collaboration Tools!
  35. Value/Importance to Members Vision/StrategicPlanAlignment VISION ALIGNMENT GRID 5 100 5 10
  36. The Opportunity Portfolio
  37. The Opportunity Portfolio
  38. Now what: The New Strategy Playbook •  Continuous Reconfiguration •  Healthy Disengagement •  Deft Resource Allocation •  Innovation Proficiency •  Discovery Driven Mindset •  Entrepreneurial Career Management
  39. Tom  Hood,  CPA.CITP   CEO   Maryland  Associa8on  of  CPAs   Business  Learning  Ins8tute   (443)  632-­‐2301   E-­‐mail   Web  hNp://   Blog  hNp://   Blog  hNp://       Follow  me  on:   ü   Twi?er:  h?p://www.Twi?   ü   LinkedIn:  h?p://   ü   Facebook:  h?p://   ü Slideshare:  h?p://   ü Youtube:  h?p://