CPA Horizons 2025 Report from in-person future forums and electronic questions for a total of over 8,000 CPAs participating in a conversation about the future.
MACPA's Business Learning Institute designed and led the in-person future forums through an eight city two-a-day tour to get the wisdom of the crowd.
A light explanation of Corporate Governance for those who want to have a quick understanding of the concept. This presentation was designed for a small team of mixed background individuals and enlightened them with the insight on the concept of Governance.
Strategic Management Mission and Vision Statement ppt_02Masroor Soomro
Corporate Strategy or Strategic Management
Concepts and Cases by Fred R. David,
Francis Marion University, Florence, South Carolina, &
Forest R. David,
Strategic Planning Consultant
A light explanation of Corporate Governance for those who want to have a quick understanding of the concept. This presentation was designed for a small team of mixed background individuals and enlightened them with the insight on the concept of Governance.
Strategic Management Mission and Vision Statement ppt_02Masroor Soomro
Corporate Strategy or Strategic Management
Concepts and Cases by Fred R. David,
Francis Marion University, Florence, South Carolina, &
Forest R. David,
Strategic Planning Consultant
The governance system that a company adopts is not independent of its environment. Instead, it is shaped by a variety of factors inherent to the business setting.
This Quick Guide explains the factors that shape governance systems around the world. It also provides an overview of governance systems in selected countries.
It answers the questions:
• Why do governance systems vary?
• How important are capital markets?
• What is the impact of legal tradition?
• Why do accounting standards matter?
• How do societal values shape governance?
For an expanded discussion, see Corporate Governance Matters: A Closer Look at Organizational Choices and Their Consequences (Second Edition) by David Larcker and Brian Tayan (2015): http://www.gsb.stanford.edu/faculty-research/books/corporate-governance-matters-closer-look-organizational-choices
Buy This Book: http://www.ftpress.com/store/corporate-governance-matters-a-closer-look-at-organizational-9780134031569
For permissions to use this material, please contact: E: corpgovernance@gsb.stanford.edu
Copyright 2015 by David F. Larcker and Brian Tayan. All rights reserved.
Angel inverters are proven to be the backbone of several big organizations in their early stages. But these capital angels don't come handy and thus always a well-planned approach is a must need for representing your ideas. Designers at SlideTeam have curated a variety of ideas for your financial funding and growth strategies through our Angel Investor PowerPoint presentation slides. This PPT bundle will help you display your private equity, venture capital, and angel investor related concerns. Executive summary, key points, the key problem, solution, well-planned growth strategy, growth strategy summary, financial projection, use of funds, goals of funding, shareholding patterns, exit strategy, organization chart, milestone achievement plans, geographic footprints and expansions, display of products, services and strategies, strong customer retention, market leader in a segment, competitive cost and advantage are few to mention topics included to be personalized according to your requirement and demand. This PPT slide indicates organic approach towards achievement in business, allowing you to show your aim towards an accurate target market. Display a charitable disposition with our Angel Investor PowerPoint Presentation Slides. Demonstrate compassion for fellow beings.
Despite a sluggish economic recovery, Americans continue to shell out ever-growing amounts during high-spending times of the year. Take, for example, the record $4.7 billion consumers spent on movie tickets during the summer of 2013 and their total holiday purchases, which have been climbing steadily since 2010 after a two-year drop. During the run-up to these free-spending periods, companies put in many long hours devising sales strategies to maximize consumer engagement and ROI. Consumers plan ahead, too, relying on friends, family, social media and mobile devices to research products, land the best deals and discover the ultimate customer experience.
During these times, loyalty programs take center stage – not just in the retail sector but also in financial services. And some exciting recent developments have helped financial services loyalty programs turn the image of the faceless, unresponsive bank into one that is driving genuine customer engagement year-round, including:
• The evolving importance of Big Data and its accumulation and analysis beyond traditional loyalty metrics. Financial services, like other verticals, are learning to cater holistically to customers. What can a brand learn about program members outside of how they shop, what they buy and how they interact with their financial institution? How does their lifestyle impact their loyalty experience?
• The growing need for FIs to get moving on mobile while attracting, engaging and retaining Millennials – a generation poised for significant spending power, but whose loyalty remains up for grabs. Banks need to be where their customers are and increasingly that means offering them an on-the-go experience that is seamless, intuitive and fun.
• The fundamental rethinking of how a customer’s predicted long-term economic value – commonly known as customer lifetime value (CLV) – is determined. FIs must embrace CLV as the total amount customers could spend over time if properly engaged, with transactional barriers removed.
These trends – and additional insights – are at the heart of the Kobie Quarterly Review: Financial Services edition. Its goal is simple: to educate readers about the evolving loyalty landscape in specific industries and where it’s heading. Our Quarterly Review also offers suggestions and analyses on how brands can improve their loyalty efforts, discussions on mobile technology and today’s two-way brand-consumer dialogue.
We hope the Kobie Quarterly Review: Financial Services edition broadens your appreciation for what loyalty programs are all about - a way for brands and customers to truly develop genuine relationships – relationships that can grow as robust as the most revered financial institutions.
Tell us what you think and keep the conversation going.
Michael Hemsey, President
Kobie Marketing
The governance system that a company adopts is not independent of its environment. Instead, it is shaped by a variety of factors inherent to the business setting.
This Quick Guide explains the factors that shape governance systems around the world. It also provides an overview of governance systems in selected countries.
It answers the questions:
• Why do governance systems vary?
• How important are capital markets?
• What is the impact of legal tradition?
• Why do accounting standards matter?
• How do societal values shape governance?
For an expanded discussion, see Corporate Governance Matters: A Closer Look at Organizational Choices and Their Consequences (Second Edition) by David Larcker and Brian Tayan (2015): http://www.gsb.stanford.edu/faculty-research/books/corporate-governance-matters-closer-look-organizational-choices
Buy This Book: http://www.ftpress.com/store/corporate-governance-matters-a-closer-look-at-organizational-9780134031569
For permissions to use this material, please contact: E: corpgovernance@gsb.stanford.edu
Copyright 2015 by David F. Larcker and Brian Tayan. All rights reserved.
Angel inverters are proven to be the backbone of several big organizations in their early stages. But these capital angels don't come handy and thus always a well-planned approach is a must need for representing your ideas. Designers at SlideTeam have curated a variety of ideas for your financial funding and growth strategies through our Angel Investor PowerPoint presentation slides. This PPT bundle will help you display your private equity, venture capital, and angel investor related concerns. Executive summary, key points, the key problem, solution, well-planned growth strategy, growth strategy summary, financial projection, use of funds, goals of funding, shareholding patterns, exit strategy, organization chart, milestone achievement plans, geographic footprints and expansions, display of products, services and strategies, strong customer retention, market leader in a segment, competitive cost and advantage are few to mention topics included to be personalized according to your requirement and demand. This PPT slide indicates organic approach towards achievement in business, allowing you to show your aim towards an accurate target market. Display a charitable disposition with our Angel Investor PowerPoint Presentation Slides. Demonstrate compassion for fellow beings.
Despite a sluggish economic recovery, Americans continue to shell out ever-growing amounts during high-spending times of the year. Take, for example, the record $4.7 billion consumers spent on movie tickets during the summer of 2013 and their total holiday purchases, which have been climbing steadily since 2010 after a two-year drop. During the run-up to these free-spending periods, companies put in many long hours devising sales strategies to maximize consumer engagement and ROI. Consumers plan ahead, too, relying on friends, family, social media and mobile devices to research products, land the best deals and discover the ultimate customer experience.
During these times, loyalty programs take center stage – not just in the retail sector but also in financial services. And some exciting recent developments have helped financial services loyalty programs turn the image of the faceless, unresponsive bank into one that is driving genuine customer engagement year-round, including:
• The evolving importance of Big Data and its accumulation and analysis beyond traditional loyalty metrics. Financial services, like other verticals, are learning to cater holistically to customers. What can a brand learn about program members outside of how they shop, what they buy and how they interact with their financial institution? How does their lifestyle impact their loyalty experience?
• The growing need for FIs to get moving on mobile while attracting, engaging and retaining Millennials – a generation poised for significant spending power, but whose loyalty remains up for grabs. Banks need to be where their customers are and increasingly that means offering them an on-the-go experience that is seamless, intuitive and fun.
• The fundamental rethinking of how a customer’s predicted long-term economic value – commonly known as customer lifetime value (CLV) – is determined. FIs must embrace CLV as the total amount customers could spend over time if properly engaged, with transactional barriers removed.
These trends – and additional insights – are at the heart of the Kobie Quarterly Review: Financial Services edition. Its goal is simple: to educate readers about the evolving loyalty landscape in specific industries and where it’s heading. Our Quarterly Review also offers suggestions and analyses on how brands can improve their loyalty efforts, discussions on mobile technology and today’s two-way brand-consumer dialogue.
We hope the Kobie Quarterly Review: Financial Services edition broadens your appreciation for what loyalty programs are all about - a way for brands and customers to truly develop genuine relationships – relationships that can grow as robust as the most revered financial institutions.
Tell us what you think and keep the conversation going.
Michael Hemsey, President
Kobie Marketing
Here's a summary of how review engagements are changing once SSARS 21 is implemented. The effective date of SSARS 21 is for periods ending on or after December 15, 2015.
Beyond the Click: SlideShare as a Lead Generation ToolEquilibria, Inc.
SlideShare is one of the world's largest content marketing platforms. Yet, many businesses (of all sizes) and subject matter experts are still unaware of its potential as a viable source of leads.
This case study, originally presented at the 2016 Minitab Insights Conference, documents the journey I took in determining if I could apply Six Sigma techniques to analyze data from SlideShare and eventually use those insights to increase my company's online sales.
That is in fact, the million dollar question - "What happens beyond a content viewer's click? Can an increase in content engagement lead to an increase in online sales"?
Find out the answer in my presentation!
It includes a process flow map as well as a summary of all project deliverables.
Sustainability – as a conceptual framework for the organization of priorities and allocation of resources – provides a unique platform for reducing costs, identifying and managing risk, enhancing brand, and driving innovation. No other business priority offers as rich a set of benefits over time - benefits that create, enhance and preserve lasting value for all stakeholders.
This slideshare is from the webinar on Lessons learned and business case for a rapid RPA with Lee Ward, EGM at Leading Global Infrastructure and Facilities Management organisation.
This is a template that MBA or undergraduate business students can use for case study presentations for class or case competitions. It's bare bones, meant to explain the flow of information and suggest some frameworks to use to discuss the problem in a case.
UX, ethnography and possibilities: for Libraries, Museums and ArchivesNed Potter
These slides are adapted from a talk I gave at the Welsh Government's Marketing Awards for the LAM sector, in 2017.
It offers a primer on UX - User Experience - and how ethnography and design might be used in the library, archive and museum worlds to better understand our users. All good marketing starts with audience insight.
The presentation covers the following:
1) An introduction to UX
2) Ethnography, with definitions and examples of 7 ethnographic techniques
3) User-centred design and Design Thinking
4) Examples of UX-led changes made at institutions in the UK and Scandinavia
5) Next Steps - if you'd like to try out UX at your own organisation
TEDx Manchester: AI & The Future of WorkVolker Hirsch
TEDx Manchester talk on artificial intelligence (AI) and how the ascent of AI and robotics impacts our future work environments.
The video of the talk is now also available here: https://youtu.be/dRw4d2Si8LA
DGXLiquidity/Financial Health2012-122013-122014-122015-122016-122017-122018-122019-122020-122021-12Latest QtrCurrent Ratio1.491.220.941.281.561.240.941.251.721.561.54Quick Ratio1.110.920.660.881.311.000.771.131.511.321.32Financial Leverage2.232.272.302.132.182.132.112.282.082.112.08Debt/Equity0.810.790.750.750.810.760.660.780.670.700.70Book Value/Share26.2926.6929.0432.0934.0435.5139.3942.1448.1253.7154.50
R E P O R T
MESSAGE FROM PAUL
In 2010, the AICPA initiated a grassroots effort focused on
harnessing the insights of CPAs, business leaders, regulators,
thought leaders and futurists into the continuing evolution of the
CPA profession. Called CPA Horizons 2025, this visioning
initiative built on the ground-breaking work of the CPA Vision
Project, which took place in the late 1990s, engaged thousands of
CPAs and dozens of other important stakeholders in creating a
blueprint for the profession that led us through 2011.
CPA Horizons 2025 extends that original vision into the future.
The project examined the local and global trends affecting CPAs
in their daily work, enlisted opinions on how these trends will
impact CPAs in the years ahead, and how the profession could
meet the challenges and leverage opportunities now and in the
coming years. As part of this process, we examined the current
and future relevance of our Core Purpose, Values, Competencies
and Services identified as part of the CPA Vision Project.
To explore what the CPA profession will face over the next
15 years, the profession also considered how the technological
tsunami of the past decade has propelled us into new frontiers
and changed how the profession operates. Clearly, demographic
shifts in the CPA profession will bring new opportunities to wider
audiences, evolving our profession to represent the diversity of the
world. Globalization offers opportunities and challenges for the
profession as well as our clients, firms and employers. These are a
sample of the macro-trends that were assessed, discussed and
debated virtually and in face-to-face meetings across the country.
I’m honored to have led this extraordinary collaborative effort of
the CPA profession during my year as Chairman of the AICPA
Board of Directors. No other profession calls upon its members to
engage in such an exercise to prepare for the future. It’s for this
and for so many other reasons, I am extremely proud to be a CPA.
I look forward to collaborating with members of the profession as
we continue to exemplify our CPA Purpose: CPAs … Making
sense of a changing and complex world. I truly believe that the
results detailed in the pages of this report will not only guide the
profession as it considers the opportunities and challenges that lie
ahead in our 15-year horizon, but also for generations to come.
Paul V. Stahlin, CPA
EXECUTIVE SUMMARY
Over a six-month period, CPA Horizons 2025 sought the insights of CPAs on current and forecasted .
The CPA Vision 2011 is the report from the AICPA from a project to create a comprehensive grassroots vision for the future of the CPA Profession. The first profession to ever create a vision for itself. Using a volunteer team of CPAs and State CPA Society executives aided by a team from the AICPA and led by Jeannie Patton in 1997-1998.
"What Got You Here Won't Get You There" A whitepaper about leadership in the CPA Profession looking out to 2023 by the Young Professionals attending MACPA's Leadership Academy in Fall, 2011. This whitepaper outlines a vision for leadership in the future for CPAs and six bold steps to get there.
For more information on Leadership Academy for your organization http://cpa.tc/2w0
.
How to Accelerate Growth, Innovation, and High Performance for CPAs, Account...Tom Hood, CPA,CITP,CGMA
The # 1 challenge facing CPAs, Accounting and Finance Professionals is 'not enough time' who creates the equivalent of a gravitational pull of the past when it comes to changing their mindsets and thinking. How will we go from a historical perspective to a more future-focused, from rearview mirror to windshield and from being reactive to proactive?
Our latest research from the Business Learning Institute sows the critical competencies that will make a difference have not changed in the past seven years. What has changed is the gravitational pull has gotten worse as we enter what Josh Bersin calls the age of the 'overwhelmed employee'.
What we need is a new approach to learning these critical competencies. A blended approach that uses nano-learning nuggets (very short 2-3 minute single-concept videos), rapid application templates to apply each concept to the business, and a series of job aids and performance support tools to turn the learning into immediate on the job application. This is our award-winning Anticipatory Organization learning system by Burrus Research. In about one third of the time as traditional CPE, CPAs and accounting and finance professionals can learn the critical competencies of:
Anticipation; Strategic Thinking; External Awareness; Vision; Continuous Learning; Innovation ;Creativity; Problem Solving; Prioritization; Business Acumen; Decisiveness; Influencing/Persuading; Emotional Intelligence; Consensus Building; Collaboration; Inspiration; Risk Management; and Communication.
The Anticipatory Organization can support an entire cultural shift for an organization or team with the added implementation guide and collaboration tools. See more at http://www.blionline.org/ao
Our new MBA Express is another option to create or add a series of critical success skills to your technical training portfolio in on-site, on-line and on-demand learning formats. http://blionline.org/featured/8-hour-mba/
We believe we need new approaches and new tools to break the pull of the past and the inertia from 'overwhelmed employees'. These exciting new learning formats are one step in this direction.
Accounting Today Editor, Daniel Hood said this after selecting the Anticipatory Organization as a Top Product for 2016 in the Learning Category, “Everyone keeps telling accountants that they need to change their focus from the historic and the backward-looking, and to start being proactive and offering future-focused advice – but no one tells them how. The beauty of the Anticipatory Organization program is that it actually gives you a set of tools to harness the hard trends that are shaping the future, and use them to create new value for your firm and your clients.”
The CPA of the (not too distant) future looks different that today’s CPA. Tax preparation is not a core CPA service. Increased specialization and collaboration among specialists will be necessary to service clients and work on internal organizational issues. Scared yet? Get yourself ready for this change through a glimpse of how the CPA profession is expected to evolve as we share with you the results of the AICPA’s CPA Horizons 2025 research study and key insights from thought leaders in the profession.
1000+ leaders around the world put their shoulders to the wheel in the last year. It is thanks to these hard-working practitioners that the association, and our shared work for the profession, has moved forward. So if you meet an IABC leader, please stop and say thank you. They'll appreciate it.
Most Influential Business Leaders to Follow in Canada 2023.pdfInsightsSuccess4
This edition features a handful of Most Influential Business Leaders that are at the forefront of leading us into a digital future.
Read More: https://insightssuccess.com/most-influential-business-leaders-to-follow-in-canada-2023-january2023/
The 2009 Annual Report of the Caribbean Examinations Council (CXC) summarizes the major activities and accomplishments
during the year. The report highlights the Council’s success in administering its major examinations; it speaks to the
accomplishments in each of the five Strategic Goals in 2009.
Raising the standards in Apprenticeship Achievements rates.pdfThe Pathway Group
"Raising the Standard" publication circulating for a few months now that explores the underlying detail behind headline apprenticeship achievement rates that concludes that apprenticeship achievement rates should reach 67% by 2025. Presently nearly half of apprentices withdraw before completing their programme, this is a serious problem which compounds skills shortages in the UK – and the research identifies six major cross-sectoral themes driving apprenticeship withdrawals. These are: English and Maths requirements; malfunction of the Baker Clause; trainer retention and recruitment; employer engagement; challenges with end point assessment; and job or career change.
Special student presentation on a career in accounting and the job outlook for becoming a CPA.
MACPA CEO Tom Hood, voted second most influential leader in the CPA Profession in Accounting Today’s 2013 list of the Top 100 Most Influential People in Accounting (his ninth time on the list) sees five fundamental shifts facing accounting now – Leadership, Learning, Technology, Generations and Workplace. In a world of rapid change and increasing complexity, the winners will be those individuals and organizations who can keep their L>C², their rate of learning must be greater than the rate of change and greater than their competition. Tom’s updates are always popular for CPAs and include the latest trends and issues the profession is facing locally, nationally, and globally.
This is the strategic planning study for an EngineeringPlanningD.docxrhetttrevannion
This is the strategic planning study for an Engineering/Planning/Design consulting company –
WSP. This is not a final draft, please finish the following bullet questions only, no need to include other pages/part.
Resource links:
We are WSP - Engineers, Designers, Planners, Researchers | WSP
Investor Relations | WSP
https://aecom.com/
https://investors.aecom.com/
Outline
· Environmental research
· Background
· Issues and challenges
· Business analysis
· Comparison of client’s services with competitors
(Comparison of client’s services with competitors in terms of the four Product Attributes: Utility to client, price, quality, service. With which competitors did you make the comparison? Why?)
Please pick AECOM as the competitor company. Both WSP and AECOM are public listed company in stock market.
· External analysis
· SWOT analysis
(Do a SWOT analysis on WSP and make sure this is supported by research, not just a series of opinions.)
·
External Factor Evaluation Matrix
(See attachment reading, Think of 20 external factors for WSP)
Requirement
· Use WSP and AECOM website and the other public available resources. Include all attachments as references.
· 8-page, not including reference page
· APA 7th Format
IMG_0693IMG_0694IMG_0695IMG_0696IMG_0697
Putting our ingenuity forward
Future
Ready
2022-2024 Global Strategic Action Plan
Putting our
ingenuity forward
What We Stand For
03 Introduction
06 Future Ready® Mindset
07 Long-Term Vision
08 2024 Financial Ambitions
09 At a Glance: 2022-2024
Global Strategic Action Plan
11 Our Driving Forces
12 Our Unwavering ESG
Commitments
14 WSP is Innovative
15 Our Expertise is Digital
Our Purpose
We exist to future-proof our cities
and environments.
Our Belief
For societies to thrive, we believe that
we must all hold ourselves accountable
for tomorrow.
Our Guiding Principles
We value our people and our reputation.
We are locally dedicated with
international scale.
We are future-focused and challenge
the status quo.
We foster collaboration in everything
we do.
We have an empowering culture and
hold ourselves accountable.
17 People and Culture
19 Expertise
24 Clients
26 Operational Excellence
28 WSP in 2024: What Strategic
Success Could Look Like
Putting Our Ingenuity
Forward
Our Driving Forces A Deeper Dive into
Our Core Pillars
02
20
22
-2
02
4
G
lo
ba
l S
tr
at
eg
ic
A
ct
io
n
P
la
n
Future Ready®
Putting our Ingenuity Forward
As we face a collective turning point in our climate, resources and
communities, a brighter future is ours to create together. We exist to
future-proof our cities and environments. Despite an ever-changing
landscape, our commitment to our purpose remains resolute.
It courses through every facet of our organization, anchored in
our beliefs and Guiding Principles - and it is this purpose that will
continue to propel us into the future.
How Fa.
With talent recruitment and retention topping the list of issues facing CPA Firms along with partner alignment and succession planning issues, the stakes have never been higher for CPA Firms in their recruitment and retention strategies. BLI just announced the 'magnetic firm' framework and the 'big four' ways for firms to become talent magnets.
This presentation has the latest scores on the magnetic firm index which is averaging 67% or a D+ across CPA Firms.
The four categories for a magnetic firm are:
1) Purpose driven workplace
2) Culture of growth (Career Development)
3) Inspiring workplace – flexible and inclusive
4) Great leadership – trust & transparent
Visit us at www.blionline.org
Future of Learning - innovative new learning formats for accounting and finan...Tom Hood, CPA,CITP,CGMA
MACPA and the Business Learning Institute release the first nano-learning course for CPAs, accounting and finance professionals that meets the new CPE standards.
NASBA and the AICPA approved the revisions to the Statement on Standards for Continuing Professional Education (CPE) Programs (Standards) effective September 1, 2016. Among the most significant changes to the Standards is the addition of two new instructional delivery methods: nano learning and blended learning.
The Maryland Association of CPAs and its Business Learning Institute believe that Learning is THE only competitive advantage in this rapidly changing world. They have been on the forefront of learning for the past ten years. Since passing nano-learning in 2015 at the Maryland State Board of Public Accounting, they have been integrating new formats of learning to make learning continuous, engaging and ultimately transformative. The Anticipatory Organization: Accounting and Finance Edition is THE First nano-learning program in North America for accounting and finance professionals. Winner of the Accounting Today 2016 Product of the Year in the learning category. This program combines nano learning format (three to four minute single concept videos) with rapid application exercises to accelerate learning of complex competencies in less times than traditional CPE / CPD programs.
MACPA and its Business Learning Institute have pioneered new methods of learning including second life (CPA Island), remote collaboration via the ThinkTank platform, participation engagement via conferences.io and their #MBSN Management by Sticky Notes collaboration process.
Here are five ways we are changing up learning:
Social;
Mobile / nano, or “Just When You Need It” learning;
Cloud: In what we call the four Cs of talent development, the AICPA Navigator allows us to offer Competencies, Career Path, and a Curriculum on a Cloud-based learning platform that allows firms and companies to move their talent development to a strategic and systematic approach;
Collaborative: MBSN (Management By Sticky Notes), Conferences.io, and the ThinkTank Collaboration platform are highly engaging ways of increasing learning through involvement (see our post on LinkedIn);
Competency-based learning: With our Bounce framework (which maps BLI programs to the new CGMA Competency framework) and our new program to develop a special self-directed action learning program to build a competency around anticipation and strategic thinking.
Impact of Firm Wide Adoption - The Anticipatory Organization Accounting and F...Tom Hood, CPA,CITP,CGMA
This is the first accelerated learning system for accounting and finance professionals featuring nano-learning and rapid application tools. The Business Learning Institute and the Maryland Association of CPAs customized the learning system with a co-creation group working with Daniel Burrus. Accounting Today Magazine recognized this learning system as a 2016 Top Product in Learning.
This presentation covers the experience of firm-wide adoption of the Anticipatory Organization: Accounting and Finance Edition at several major organizations with focus on the first firm to adopt this for their entire firm. Joey Havens, Executive Partner of HORNE, LLP a Top 50 CPA Firm outlines the reasons he made the AOAF learning system a cornerstone of his Growth Mindset and implemented it across his entire workforce of almost 400 people. he also explains why he thinks an "anticipatory skill set is essential for today's accounting and finance professionals.
The Anticipatory Organization™ Model, created and developed by Daniel Burrus of Burrus Research, Inc., has changed how many of the world’s most successful businesses plan their future and accelerate growth. Now, Daniel Burrus is bringing what he calls the greatest missing competency – the ability to anticipate change – to CPAs, CFOs, controllers and management accountants. This model represents a new way of thinking, planning, and acting – a paradigm shift that’s required in a world of accelerating change, competition, and uncertainty.
This innovative learning system will jump start your ability to anticipate and learn critical competencies like strategic thinking, external awareness, vision, continuous learning, innovation, creativity, problem solving, prioritization, business acumen, decisiveness, influencing/persuading, emotional intelligence, consensus building, collaboration, inspiration, risk management, and immediately apply it to your own situation at work.
For more information visit our website http://www.blionline.org/ao
What do next generation leaders say they need to be 'future ready'? This report is from 200+ next generation leaders attending the #AICPA_EDGE Conference in Las Vegas in August, 2016.
Next Gen leaders will be called to lead in a different environment than many leaders of the past. These times of exponential change will require a different skill set. They will be leading in transformational and adaptive times which require new skills and new practices.
This report highlights top challenges, top skills, insights from the session and more.
These polls were integrated during a presentation on "The Future Ready CPA" where we covered the 5 C's - Context, Certainty, Capacity, Competency, and Core Purpose & Values.
We are living in “exponential times” where the size, scale and scope of change is incredible. That means there are incredible opportunities for those who can see through the fog of uncertainty and anticipate what’s next. The biggest opportunity is to harness the wisdom of our older generations with the fresh perspectives of the tech-savvy younger generations. The next generation of leaders is enthusiastically ready to have a seat at the table. The future is not created; the future is co- created. Let’s get to work!
“Everyone keeps telling accountants that they need to change their focus from the historic and the backward-looking, and to start being proactive and offering future-focused advice – but no one tells them how. The beauty of the Anticipatory Organization program is that it actually gives you a set of tools to harness the hard trends that are shaping the future, and use them to create new value for your firm and your clients.” - Daniel Hood, Editor-in-Chief of Accounting Today (when recognizing AOAF as a 2016 Top Product in Learning
The competency of “anticipation” actually includes a number of competencies included in many of the top companies of today.
Across these models, you'll see a common theme of “strategic thinking," "innovation" and “leading change."
Many of these organizations build (and validate) fantastic competency models and know what they want people to do.
The top five skills and competencies identified for CPAs, accounting and finance professionals are:
1. Strategic and critical thinking;
2. Communication;
3. Anticipating and serving evolving needs;
4. Inspiring and motivating others;
5. Collaboration and mobilizing consensus
The beauty of the Anticipatory Organization model is that it offers a clear process that makes highly-abstract leadership competencies attainable and trainable. Using nano-leanring in very short 3-4 minute single concept videos (imagine a series of shirt Ted Talks) with rapid application exercises to immediately apply the concepts to the job, and visual job aids to reinforce and remember the learning. Add a team implementation and collaboration guide and you can create a shared language and culture of being anticipatory and proactive.
If an organization wants to make "strategic thinking" or "innovation" a core competency, we can provide clear, trainable activities that can be targeted to a wide range of learners (from individual contributors to senior leadership). We provide the bridge between the competency model and the desired observable behaviors.
For more information visit www.blionline.org/ao or contact Tom Hood tom@blionline.org
Will your firm thrive or just survive? Anticipation - The critical competency...Tom Hood, CPA,CITP,CGMA
Today, the world of professional education, and accordingly the accounting profession, is migrating toward a competencies-based learning approach. But what are the most critical competencies for practitioners and firms to thrive in today’s ever changing, fast paced business environment?
Research from the Business Learning Institute identified the Top 5 Competencies for CPAs, accounting and financial professionals as:
1. Strategic & Critical Thinking
2. Communication
3. Anticipating and serving evolving needs
4. Inspiring and motivating others
5. Collaboration and mobilizing consensus
In addition, research from CPA.COM shows that only 8% of CPAs are future ready. Future Ready is the Is the capacity to be ANTICIPATORY (aware, predictive and adaptive) of emerging technology and trends in business, demographics, and the social environment impacting your organization and industry.
Together this group of skills and competencies have been researched with a leading global futurist who has put together an innovative learning system, the Anticipatory Organization: Accounting and Finance Edition which is being used to transform firm cultures to build and enhance proactive business advisor skills.
Most of us wish we had the power to predict future trends, and would benefit by learning tactics to do so. Daniel Burrus is one of the world’s leading technology forecasters and innovation experts and the featured keynoter speaker at this year’s DCPA16. He is globally recognized for his exceptional 30+ year record of accurately predicting how technological, social, and business forces converge to create untapped opportunities.
Joey Havens, Executive Partner at Horne, LLP (A top 50 CPA Firm) discusses how he has used the Anticipatory Organization as a foundational learning system throughout his firm. He is requiring his whole firm of 400+ professionals to take this and running collaboration sessions by practice areas to create group learning and a shared language around anticipatory thinking that is being applied inside the firm and outside with clients.
This presentation is from the July 20th, 2016 webcast by CPA.COM. CPA.com President and CEO, Erik Asgeirsson as he discusses the critical Anticipatory competency with Daniel Burrus, HORNE LLP executive partner Joey Havens and the CEO of the Maryland Association of CPAs and the Business Learning Institute, Tom Hood.
For more information http://www.blionline.org/ao
You will learn:
Why anticipation is the critical competency for today's accounting and finance professionals
The difference between hard trends and soft trends
Why it is important to identify trend types
Use cases of how these skills are being used in the profession
How this learning system can be used as a foundational skill set to help CPAs and accounting professionals be more proactive business advisors.
It May be Time to Reinvent Your Firm - CPAFMA National Practice Management Co...Tom Hood, CPA,CITP,CGMA
What is the accounting professionals' role in creating a culture of innovation? How are CPA Firms innovating? Reinventing themselves? Creating magnetic cultures?
Studies are showing a growing expectation for accounting professionals to lead these initiatives. In this session we will discuss tactics to foster innovation in your firms, technology's role and advising clients to do the same through tools you provide.
This session covers the latest research from the Business Learning Institute (BLI) about what it takes to create a magnetic firm culture and scores the latest issues facing CPA firms, top skills needed, and an innovation index.
From a session at the CPAFMA National Practice Management Conference in Baltimore in 2016.
For more information see www.blionline.org
Recent research says that the business environment for CPAs and their clients will be characterized by “unprecedented, massive and highly accelerated change” through 2025. To thrive in this new age of hyper-change and growing uncertainty, it is now an imperative to learn a new competency--how to accurately anticipate the future. The key to success in this fast-changing environment is to learn how to move from being reactive to proactive and flip from crisis manager to an opportunity manager. Tom will show how to explore new value added services and position their practices for success in a rapidly changing world.
Recent research from the AICPA says that the business environment for CPAs and their clients will be characterized by “unprecedented, massive and highly accelerated change” through 2025. To thrive in this new age of hyper-change and growing uncertainty, it is now an imperative to learn a new competency–how to accurately anticipate the future. This session will show how to anticipate these trends and move from being a crisis manager to an opportunity manager. At the end of the session participants will set actionable steps to elevate and accelerate their organization’s strategy.
VUCA stands for Volatility, Uncertainty, Complexity and Ambiguity and describes the fast-arriving future we are living in. This inspirational session will talk about how leadership, culture, and talent management are changing in these exponential times. Participants thru an exercise to leave with a person action plan.
Learning Objective:
Understand emerging trends and issues facing business and CPA Profession.
Learn about how leadership is changing to lead change in rapidly changing times.
Develop an action plan to take back and apply the principles learned.
The #1 reason clients leave their CPAs is that they are receiving service instead of proactive advice. Tom will show how firms are exploring new value added services and position their practices for success in a rapidly changing world. He will discuss the major "shift change" and the trends shaping business today and give participants a framework to provide more proactive services and strategic advice and a plan to get started. But these services require new skills and approaches which is a big opportunity for firm HR and Learning Leaders.
Presentation to AGN International in San Diego #NARM16 for Managing Partners in MAP Track
What does innovation look like in a CPA Firm? How are leading CPA firms creating a culture of innovation?
We are in a fast-paced world where growth/change is exponential not incremental. The CPA profession has been late adopters of change and “anticipation” is a missing skill set for many CPAs. We will soon be living in a world where global competition and automation will be performing basic accounting tasks currently being performed in our firms today. Tom Hood, Executive Director of the MACPA will lead a discussion on where accounting firms
fit into a rapidly changing world. Hood, along with Jim Powers, CEO of Crowe Horwath LLP and Bill Balhoff, Managing Director of Postlethwaite & Netterville will explore how firms can maintain their competitive edge through inNEWvation.
MACPA Spring 2016 Professional Issues Update - Business & Industry EditionTom Hood, CPA,CITP,CGMA
What are the latest trends and issues facing the CPA profession? What is the future of finance and accounting in an age of exponential change? What is the future of the profession and what is the MACPA doing about it?
Tom Hood, the second most influential person in the CPA Profession and CEO of the Maryland Association of CPAs attempts to answer these questions and offer his perspective in this special update for MACPA members only focusing on CPAs in business industry, government and NFP.
Keynote for Beta Alpha Psi Atlantic Coast Regional Meeting
on March 18, 2016 in Towson, Maryland
What are the latest trends and issues facing accounting and business? What are the outlooks for careers in accounting, finance, information systems and business majors?
Tom Hood, CEO of the MACPA and Business Learning Institute covers this and career advice for accounting students in this inspirational keynote.
State of Accounting for Linked-in Influencer Series #MyIndustry
Big Waves of Change, Oceans of Opportunity
These big waves of change are the result of a “perfect storm” of sorts -- the convergence of three “hard trends” of exponential technological innovation, the demographic shift as baby boomers retire, and globalization. Key challenges facing accounting and finance professionals are automation and digital transformation, succession and talent shortages, a “brain drain” as experienced people retire, business model changes, and the increasingly VUCA world (that’s volatility, uncertainty, complexity and ambiguity) in which we find ourselves.
Several recent studies (from WEF, Oxford, McKinsey and MIT) report that accounting, auditing and tax are among the occupations most at risk for complete automation within the next 20 years.
As a result, the accounting and finance profession is rapidly approaching what Andy Grove, retired CEO of Intel Corporation, described as a “strategic inflection point,” -- “a time in the life of a business when its fundamentals are about to change. That change can mean an opportunity to rise to new heights. But it may just as likely signal the beginning of the end.” This is where there are two major pathways: doing business as usual, or embracing and adapting to the new. At the moment these are fairly close together, but they will soon diverge into a growing gap between growth and success, or entropy and decline.
“You can’t stop the waves, but you can learn how to surf.” - Jon Kabat-Zinn
To take advantage of these oceans of opportunity, accounting and finance professionals will need to learn how to ride these big waves or risk being crushed by their frequency and force. The critical thing to know is that what got you here, won’t get you there. Business as usual simply won’t work.
Here are six ways to learn how to ride these big waves of change now and in the future:
1. Embrace digital: Learn how to elevate and accelerate your job using technology and to race with the machines, not against them.
2. Anticipate: Learn the critical competency of anticipation. Only those who constantly try to anticipate change will survive when change happens.
3. Collaborate: The collaboration curve is quickly replacing the experience curve. Who you know is replacing what you know.
4. Learning is the next competitive advantage: As Fast Company editor Robert Safian wrote, “the most important skill is the ability to acquire new skills.”
5. Protect the core: When everything is changing, it is important to know what should not change. Purpose and values for individuals and organizations should serve as that anchor or grounding.
6. Make time for the future. Your time and those of your people will be your number one challenge, and nothing will change if you are overwhelmed and too busy.
The hard trends are forming these big waves of disruption and change. Surf's Up - Are you ready?
What are the Top Competencies (Knowledge, Skills and Abilities) needed by CPAs, Accounting and Finance Professionals today?
The Business Learning Institute shares its latest research and correlates it with other leading global research (Conference Board, AICPA, CGMA, IFAC, CPA Canada, Burrus Research, Bersin by Deloitte). These skills were identified and then surveyed across over 1,000 finance and accounting professionals to identify the top five skills needed today.
In our survey work at the Business Learning Institute (http://www.blionline.org) we found that the top five skills ranked by survey respondents covered 75% or everyone's top five list, providing a great starting point for skills development and targeting in talent development.
1. Strategic and Critical Thinking
2. Communication
3. Anticipating and serving evolving needs
4. Inspiring and motivating others
5. Collaboration and mobilizing consensus
BLI also developed a framework, called The Bounce to describe the career trajectory of today's finance and accounting professional. The Bounce is the natural career trajectory for accounting and finance professionals. It talks about the process of acquiring technical mastery in the early career and beginning to supplement wit the critical skills (competencies) needed for long-term success. BLI has been leading the training and development of accounting and finance with these ‘success skills’ for eighteen years.
The Business Learning Institute (BLI) is the largest talent development and and learning provider to CPAs, accounting and finance professionals in the US. We bring our leading approach to ‘success skills’ and competency-based curriculums to the leading organizations, public companies and CPA firms all over North America.
We tend to think of “innovation” in terms of new technology – gadgets, hardware, new apps, and software. But true innovation more often comes in the form of new business models, workflows, service offerings, and office and staffing patterns. This session will center on those innovations that are significantly impacting our firms and our clients. You never know where innovation might sprout!
This session was produced for the DCPA15 Conference in Las Vegas.
A recent HBR special edition headline said "Got to war for talent", but how. BLI has developed a guidance and a six step process to give you new weapons to win in the war for talent.
Our Magnetic Firm framework outlines the critical elements of a magnetic culture and our six step Talent and Leadership Development framework show you how to develop a winning career and curriculum aligned to your overall firm strategy and objectives.
This presentation was developed and presented for the Digital CPA Conference in December #DCPA15
The Business Learning Institute can help you build your magnetic firm framework and strategic learning plan - contact us at http://www.blionline.org
This presentation was given to Loyola University (Maryland) Accounting Alumni Circle on November 18, 2015. It includes our latest research in trends and issues facing the accounting and finance profession from the Business Learning Institute.
It also covers the programs and initiatives of the Maryland Association of CPAs in the context of Hard Trends and our work with world renowned futurist, Daniel Burrus.
Gov't Regulation
Demographics and Talent Pipeline
Technology
The exponential pace of change has created an environment best described as VUCA. To thrive in this new age of hyper-change and growing uncertainty, it is now an imperative to learn a new competency—how to accurately anticipate the future. The key to success in this fast-changing environment is to commit to changing before you are being forced to. This session will show how to anticipate these trends and move from being a crisis manager to an opportunity manager.
• Anticipate marketplace trends that will shape future markets
• Understand emerging innovation faster
• Identify opportunities
• Develop clear actionable steps to accelerate growth for the
organization and its customers
Learning the skill of anticipation and being proactive for CPAs, accounting and finance professionals
In an effort to help our members be "future ready", MACPA has continued its tradition (since 2007) of holding four hour comprehensive professional issues updates for FREE all across the state of Maryland. Tom Hood, CPA, CITP, CGMA leads these engaging and participative sessions and covers the fast changing landscape of the accounting and CPA Profession. This year we added special guest from AICPA PCPS to discuss more resources for CPA firms and a special discussion of the AICPA-CIMA Joint Venture and the CGMA designation. Also included is the groundbreaking new learning system The Anticipatory Organization: Accounting and Finance Edition from Dan Burrus and customized with a group of accounting and finance professionals convened by MACPA and BLI.
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The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
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Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
3. !
MESSAGE FROM PAUL
In 2010, the AICPA initiated a grassroots effort focused on audiences, evolving our profession to represent the diversity of the
harnessing the insights of CPAs, business leaders, regulators, world. Globalization offers opportunities and challenges for the
thought leaders and futurists into the continuing evolution of the profession as well as our clients, firms and employers. These are a
CPA profession. Called CPA Horizons 2025, this visioning sample of the macro-trends that were assessed, discussed and
initiative built on the ground-breaking work of the CPA Vision debated virtually and in face-to-face meetings across the country.
Project, which took place in the late 1990s, engaged thousands of
CPAs and dozens of other important stakeholders in creating a I’m honored to have led this extraordinary collaborative effort of
blueprint for the profession that led us through 2011. the CPA profession during my year as Chairman of the AICPA
Board of Directors. No other profession calls upon its members to
CPA Horizons 2025 extends that original vision into the future. engage in such an exercise to prepare for the future. It’s for this
The project examined the local and global trends affecting CPAs and for so many other reasons, I am extremely proud to be a CPA.
in their daily work, enlisted opinions on how these trends will
impact CPAs in the years ahead, and how the profession could I look forward to collaborating with members of the profession as
meet the challenges and leverage opportunities now and in the we continue to exemplify our CPA Purpose: CPAs … Making
coming years. As part of this process, we examined the current sense of a changing and complex world. I truly believe that the
and future relevance of our Core Purpose, Values, Competencies results detailed in the pages of this report will not only guide the
and Services identified as part of the CPA Vision Project. profession as it considers the opportunities and challenges that lie
ahead in our 15-year horizon, but also for generations to come.
To explore what the CPA profession will face over the next
15 years, the profession also considered how the technological Paul V. Stahlin, CPA
tsunami of the past decade has propelled us into new frontiers
and changed how the profession operates. Clearly, demographic
shifts in the CPA profession will bring new opportunities to wider
4. !
!
!
!
!
!
! EXECUTIVE SUMMARY
! Over a six-month period, CPA Horizons 2025 sought the insights of CPAs on current and forecasted
!
trends that will surely impact not only the profession, but also the world. Through an interactive survey,
!
16 in-person forums, online discussions and focus groups, more than 5,600 CPAs weighed in,
!
spending a cumulative 6,000 hours, and generating in excess of 75,000 individual comments relating
!
! to the current state and future of the CPA profession. This major effort, undertaken in partnership with
! the state CPA societies, builds upon the previous CPA Vision effort.
!
! In order to synthesize this significant amount of grassroots feedback, an esteemed 22-member group,
! selected to form an Advisory Panel representing all member segments of the profession (by practice
! area, age, gender and diversity) and the state CPA societies, carefully reviewed and refined the input,
! defining the profession's Core Purpose, Values and Competencies.
!
! The research shows that the entire profession — from sole practitioners to medium and large firm
! members to members in business and industry to those in government and academia — has a bright
! future and will need to respond quickly and competitively to the shifting ground on political, economic,
! social, technological and regulatory fronts.
!
!
!
!
!
!
5. !
!
! !
!
!
!
KEY FINDINGS
!
! Insights and CPAs The profession’s The Core The services provided
!
directions related overwhelmingly Core Values Competencies by CPAs have
!
to opportunities agreed that the remained evolved to reflect become so varied and
!
! and challenges for profession’s Core substantially the 21st century. diverse that the
! the profession over Purpose, “Making unchanged. concept of core
! the next 15 years sense of a services is no longer
! emerged. Using changing and representative of the
! these insights and complex world,” profession.
! directions as a remains relevant
! road map, CPAs today and for the
! and the accounting future.
!
profession will
!
! mold their future.
!
!
!
!
!
“ Visioning requires hindsight, foresight and insight.
We are the only profession who has been in this
!
!
process for more than 15 years.
”
! !
6. !
!
!
INSIGHTS AND DIRECTIONS !
!
Pre-certification and
Lifelong Learning: Evolve the
educational framework to keep
pace with the changing
Technology: Understand and leverage relevant
dynamics of business,
technology in conjunction with core CPA
government and our profession.
Competencies to deliver superior services.
Worldwide Profession: Position the CPA as
a premier designation of the accounting and
finance profession throughout the world.
Pride in the Profession:
Encourage pride among Trusted Attester: Preserve the role
CPAs in the CPA profession of the CPA as the trusted attester of
and in the value CPAs financial and other information.
create throughout society.
7. !
!
!
!
!
! Trusted Advisor: Promote the CPA as the trusted Market Permissions: Leverage
! advisor who, in addition to providing core CPA the strengths of the profession to
! services, develops solutions to complex problems by expand market permissions.
! integrating knowledge, expertise and resources from
! multiple disciplines.
!
!
!
!
! Marketplace: Address continual changes
! in the marketplace, economy, businesses
! and regulations.
!
!
!
! Value Proposition:
! Increase the visibility of Demographic Shifts: Continue to offer
! the profession’s value opportunities that enhance the appeal of the
! proposition by profession and be proactive in addressing both
!
demonstrating the U.S. and global demographic shifts.
!
profession’s Core Values
!
in multiple areas
!
! of business and society.
!
8. !
!
!
!
!
!BUILDING ON THE THEMES OF THE CPA VISION PROJECT A ROAD MAP FOR THE NEXT 15 YEARS
In 1998, the AICPA and the state CPA societies collaborated on In 2010, the profession embarked on the next stage of this
!an unprecedented, profession-wide initiative, known as the CPA initiative to help foresee and shape the future of the profession:
!Vision Project, to set a course for the future growth of the CPA CPA Horizons 2025. In preparation for the coming years, the
!profession. CPAs from all disciplines, students and external AICPA, state CPA societies and CPA profession considered
thought leaders, participated in the CPA Vision Project to ensure whether, and if so, how, the core values, competencies and
!the profession prepared for and responded to the changing services so accurately identified almost a decade and a half
!demands of the future. More than 3,400 CPAs took part in more ago apply today given the extensive technological, economic
!than 170 in-person forums. As asresult of this ground-breaking
exercise, consensus emerged
a
to what made the profession
and political changes that have taken place.
!unique and what CPAs must do to remain exceptional in the CPA Horizons 2025 called upon members of the profession to
!years ahead. The grassroots efforts defined the profession’s Core share their insights on the future through an interactive survey,
!Purpose, its essential and lasting reason for existence. From the
extensive research and dialogue, the profession established
the in-person forums, virtual focus groups and online discussion
forums. During a six-month period 5,600 participants in this
!Core Purpose, Core Values, Core Services and Core effort contributed more than 6,320 cumulative CPA feedback
!Competencies — the essential beliefs, service focus, skills and hours. Once completed, the compiled data was shared with the
knowledge required for CPAs to remain competitive into the 21st CPA Horizons 2025 Advisory Panel who convened to assess
!century. The CPA Vision Project crystallized the goals, and analyze the input from thousands of participants. Additional
!opportunities and challenges for the CPA profession through the work by panel members assured thorough evaluation and
!year 2011. consideration of data for the final report. (For Advisory Panel
biographies see Appendix).
!Looking back on its extensive conclusions and observations, the
!CPA Vision Project accurately predicted many evolutionary trends
!thatgroundbreaking profession over theand findings of Based on
occurred in the last 15 years.
the recommendations this effort
!came numerous initiatives — including XBRL, enhanced business
!reporting, sustainability, the Clarity Project, audit quality centers
!and theas women, Global Management Accountantand young
as well
Chartered
minority and work/life initiatives
designation
!CPA leadership programs — that altered the business world for
!the better, enhanced the value of the CPA and positioned the
!profession as leaders in business.
!
9. !
!
!
!
!
!
!
!
!
! ADVISORY PANEL MEMBERS
!
! Kimberly Ellison-Taylor Joel C. Olbricht
Paul V. Stahlin
!
Ernest A. Almonte Jeanette Meixner Franzel Marc Parkinson
!
Jordan D. Amin Erin Hardwick R. Kinney Poynter
!
L. Gary Boomer Richard E. Jones Donny C. Shimamoto
!
James C. Bourke Don McCleod Ira Solomon
!
! Robert L. Bunting Faye Miller Jaleigh White
! James G. Castellano Richard E. Mills III
! Patricia Cochran-Bergman David J. Moynihan
!
!
!
!
!
!
!
!
!
!
10. !
!
!
!
!
!
!
!
!
!
!
!
The Advisory Panel debated and assessed the original findings
!
of the CPA Vision Project, capturing the recommendations of Core Values
CPA Horizons 2025’s participants and framing these core !
!
elements with the goal of strengthened relevancy and viability
!
for the CPA profession. The essential and enduring beliefs that we uphold
over time. Core Values enable us to retain our
!
CORE PURPOSE unique character and value as we embrace the
!
The profession’s Core Purpose defines the CPA profession’s changing dynamics of the global economy.
reason for being. CPAs are certain it will continue to guide the
!
profession. It remains unchanged from its original version. Integrity
! Competence
!
CPAS ... MAKING SENSE OF A CHANGING AND Lifelong Learning
!
COMPLEX WORLD Objectivity
! Commitment to Excellence
! Relevance in the Global Marketplace
!
!
!
!
!
!
11. !
!
!
!
!
!
!
!
!
!
!
! From the CPA Vision Project evolved the profession’s Core
! Core Competencies Services, the foundation of work and value the profession
! ! provides to clients, business and employers. CPA Horizons
2025 asked participants to reflect on these traditional services
! A unique combination of human skills, knowledge
and consider the addition of new services in light of shifts in
and technology that provides value and results to
! the user. Enhancing our Core Competencies is
business, society and technology occurring now and through
2025. Results showed that participants believe the profession’s
! key to sustaining a competitive and differential Core Services will continue to expand over the next 15 years.
! advantage in the marketplace. Based on those results from the profession’s thought leaders,
! and its review of the evolution of the profession during the past
Communications Skills 15 years, the Advisory Panel believes that identifying and
! listing only a finite number of specific Core Services in the 21st
! Leadership Skills
century would limit opportunities for the profession.
! Critical-Thinking and Problem-Solving Skills
Anticipating and Serving Evolving Needs
!
Synthesizing Intelligence to Insight
!
Integration and Collaboration
!
! !
!
!
!
!
15. !
!
!
!
!
!
!
!
!
!
!
!
!
! Through the information-gathering phase of CPA Horizons 2025, thousands of CPAs provided
! feedback that was aggregated into the major themes that significantly influence the current state and
! future of the profession. The Advisory Panel further examined these themes, assessing their impact on
! the Core Purpose, Values and Competencies. Ten key themes emerged that give insight into how the
! profession is conducting and will conduct business, serve clients and employers, attract and retain
! employees and new business and remain competitive in the marketplace throughout the next 15 years.
!
!
!
!
!
!
!
!
!
!
!
16. !
!
!
! TECHNOLOGY
!
!
!
!
!
!
Understand and leverage relevant technology in conjunction
!
with Core CPA Competencies to deliver superior services.
!!
!
In a world driven by technology, CPAs leverage both Newer, more powerful and cheaper software allows individuals
!
knowledge of the risks and advantages offered by and businesses to automate activities that once required a
!
technology and CPA knowledge and skills to enhance CPA’s expertise. While this may eliminate some CPA services,
! it also creates opportunities for the profession to shift to more
their work.
value-added work as the needs of clients and employers
! change. CPAs will be able to build on their core skills in
Throughout the CPA Horizons 2025 project, CPAs identified
!
technology as having a major impact on CPAs. With the increasing
analyzing, assuring and protecting information to provide
advice and counsel to allow clients and businesses to make
!
prevalence of mobile technology and faster networks, people expect
better use of technology.
to have up-to-date information available wherever and whenever.
!
This will drive financial reporting to be faster and, eventually, to be
!
delivered in real-time. Not only does this quicken the pace at which
Technology also is changing the way people interact with each
other. Face-to-face meetings are being replaced by
!
CPAs must do their work, it also opens the door to both potential
conference calls, which are evolving to video conferences.
errors and fraud in the creation of the information. The history
!
provided by paper documents is lost when electronic documents can
Emails have replaced letters and are being replaced by text
!
be modified in a split second. The security and privacy of information
messages. Social media is blurring the boundary of business
and personal and a social media presence is becoming as
!
is at risk to those with malicious intent and technical skill. The
much a marketing imperative today as a website was just five
profession is uniquely positioned to devise new ways of assuring that
!
financial information remains as reliable, confidential and accurate
years ago. The office is becoming anywhere with an Internet
! connection, rather than a specific place. Today a CPA can
as in the past.
offer services to a client or employer half a world away almost
! as easily as to one just down the street.
!
!
17. !
!
!
“ The profession will need to adopt new technologies
! and demonstrate effective leadership in doing so. ”
! !
!
!
!
!
!
!
!
!
IMPACT ON THE PROFESSION
!1. CPAs must stay current with, embrace and exploit
! technology for their benefit for increased efficiency and
! expansion of services.
!2. The profession must find solutions to offer investors and
! stakeholders up-to-date, real-time financial information
! and to increase transparency.
!3. CPAs must embrace mobile technologies and social
! media to modernize and enhance interaction and
collaboration with clients and colleagues.
!
!4. Fraud may be easier to commit and more difficult to
! prevent and detect. CPAs must continue to be vigilant in
ensuring data is captured and managed properly and
! protected from malfeasance.
!
!
!
!
!
18. !
!
! PRE-CERTIFICATION AND
! LIFELONG LEARNING
!
!
!
!
!
!Evolve the educational framework to keep pace with the
!
!changing dynamics of business, government and our profession.
!
!
Extend traditional technical education to include For CPAs to obtain and maintain the knowledge needed, the
!
interpersonal skills and mentoring that allow CPAs educational framework will also need to change. The Internet
!
and aspiring CPAs to meet their educational needs on and the growth of mobile technologies allow CPAs to engage
!
a real-time, ongoing basis. in education whenever and wherever it is needed. Whereas in
the past, CPAs often had to schedule classes in advance or
! order self-study manuals, today a CPA can identify a need and
Education will remain a cornerstone both as preparation for
!
certification and as an ongoing activity throughout a CPA’s career. potentially immediately find a webcast, podcast or seminar
!
However, while the importance of education will not diminish, what available and participate without ever leaving his or her desk.
CPAs learn and how they learn will evolve. Strong technical This evolution also allows education to be consumed in
! smaller, more digestible increments – instead of spending
accounting knowledge will continue to be a foundational requirement
! it alone will not be sufficient. CPAs must also develop
but hours or days in a class, CPAs can find education in smaller
targeted segments.
!
problem-solving, communications, leadership and other
interpersonal skills.
! Aspiring CPAs will continue to need rigorous preparation.
!
Accounting knowledge must also be supplemented by broader There is widespread agreement that education for new CPAs
needs to be demanding. However, the specifics of this
!
business knowledge encompassing finance, economics and
education will constantly need to be reviewed as the needs of
technology. Increasing globalization will require CPAs to obtain more
!
knowledge about the international marketplace. CPAs will also need the profession and business evolve.
!
to stay up-to-date on changing regulations and standards.
!
!
!
19. !
!
! “ CPAs have to be both the teacher and the
!
!
learner in the profession for a lifetime.
”
!
!
!
!
!
!
!
!
!
IMPACT ON THE PROFESSION
!1. CPAs must devote more time to staying current with
! regulations and standards and social, economic,
! technological and political trends domestically and abroad.
!2. CPAs must further develop interpersonal skills to enhance
! relationships with colleagues, clients, businesses and
! employers.
!3. Real-time learning in the workplace will change the way
! CPAs learn and will help them adopt and adapt quickly
! and knowledgeably to ever-changing circumstances.
!4. Requirements for new CPAs must remain rigorous and
demanding and be practical and relevant. !
5. New CPAs must have a broad knowledge of business and !
! soft skills and not simply focus on technical accounting.
!
!!
!
!
20. !
!
!
! WORLDWIDE PROFESSION
!
!
!
!
!
!
Position the CPA as a premier designation of the
!
accounting and finance profession throughout the world.
!!
!
In a world of increasing interdependence and maintaining the highest ethics and standards that define the
!connectivity, the CPA is a premier accounting and CPA profession. As global business becomes more complex,
!finance designation. there will be an opportunity for CPAs to become the leading
experts for all financial needs.
!
A growing number of CPAs believe it is increasingly important for
!the profession to be aware of global business issues and trends. CPAs believe that maintaining the rigor and quality of the CPA
!Globalization offers unprecedented opportunities for the profession credential will help uphold its positive perception and help the
!to expand into new markets. Yet globalization also brings challenges profession thrive overseas. Maintaining high standards for
acquiring the credential and placing increased emphasis on
!including greater competition for CPAs, both in the U.S. and
internationally. continuing education as well as developing soft skills will help
! position the CPA as one of the world's premier designations.
!Technology will enable U.S.-based businesses of any size to
IMPACT ON THE PROFESSION
conduct business abroad, while also enabling new overseas
!competitors, including non-CPA accounting professionals, to gain 1. CPAs must be increasingly aware of international business
!access to the U.S. market. Research shows that many CPAs issues and trends.
!anticipate continued outsourcing of accounting services and 2. CPAs must assess the trend toward outsourcing overseas
business processes. Additionally, organizations will be able to hire
!employees from a global workforce, as the CPA designation grows. and create opportunities to expand services to serve these
! markets.
!CPAs also will face increasing complexity with varying standards 3. CPAs must continue to market the quality and value of their
and customs across the globe. CPAs must navigate through
!different communication challenges and business practices while services in order to expand and thrive globally.
!
21. !
!
! “ [Globalization] brings the opportunity to display to the rest
! of the world how valuable a U.S. CPA is. It is not just the
!
!
certificate, but the entire training that we go through.
”
! !
!
!
!
!
!
!
!
! All other respondents 68 22 7 3
Strongly agree
!
!
Business and industry 67 26 4 3
! Somewhat
agree
!
! Public accounting 52 31 12 5 Neither agree
! nor disagree
!
! All respondents 61 29 8 2 Disagree
!
! 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
!
!
! It will be increasingly important for the accounting profession to have
awareness of international business issues and trends in the future.
!
!
22. !
!
!
! PRIDE IN THE PROFESSION
!
!
!
!
!
!
Encourage pride among CPAs in the CPA profession
!
and in the value CPAs create throughout society
!!
!
CPAs take collective pride in the knowledge and effort CPAs derive an enormous sense of personal accomplishment
!
required to attain the CPA credential, and the many in completing the requirements to become a CPA. They also
!
positive contributions CPAs make in serving the believe that the stature of the profession worldwide is largely
!
public interest, worldwide markets, businesses dependent on the rigorous requirements and professional
standards associated with obtaining and maintaining the
and communities.
! credential.
!
CPAs are proud of the long-standing resilience of their positive
Further, CPAs should work to improve the profession’s image
!
reputation. Research conducted by the AICPA over the past
and to enhance the public’s perception of the profession by
!
20 years found that CPAs are among the most respected and trusted
upholding ethical business practices and practicing
financial professionals and are known for their objectivity, integrity
! financial and business expertise, earning the title of trusted
and
self-regulation. CPAs believe to further strengthen their image,
advocacy on behalf of the profession and public education
!
advisor to individuals and businesses.
must be ongoing.
!
Defending a strong positive reputation remains a high priority for the
!
profession and CPAs remain vigilant in preventing the weakening of
Outside of the workplace, technology, particularly social
media, blurs the boundaries between work and life and allows
!
ethics and loosening of standards, as well as instances of fraud both
business and clients unprecedented access into CPAs’
within and outside the profession. Greater focus on integrity,
! professional lives — underscoring the need for CPAs to
detection and reporting of fraud, and ethical behavior are
!
requirements to continue to uphold this reputation. When CPAs work
maintain their high standards outside of work to uphold the
positive public image of CPAs.
!
in countries with differing ethics, upholding the integrity of the
profession and maintaining high standards will be challenges the
!
profession will need to meet.
!
23. !
!
! “ I am most proud of the idea that our professionals have been able
to occupy diverse jobs at high levels, from accounting to sales,
!
!
!
from operations to HR, from consulting to management.
”
! !
!
!
!
!
!
!
CPAs desire the CPA credential to retain its positive reputation
!within the U.S. while also building awareness and prestige
!abroad. Competition from other professional accounting
!credentials, both domestically and internationally, increases
the importance of safeguarding the CPA credential. The
!profession must proactively market and reinforce its value to
!clients and the public to maintain its standing among other
!accounting and financial professionals.
!
!
IMPACT ON THE PROFESSION
1. The profession must continue to advocate on behalf of itself
! to ensure continued recognition as a trusted advisor.
!
!
2. CPAs must uphold the integrity of the profession and maintain
! high standards business practices differ from U.S. practices.
cultures where
in an ever-changing environment and in
!
!
!
!
!
24. !
!
!
! TRUSTED ATTESTER
!
!
!
!
!Preserve the role of the CPA as the trusted
!attester of financial and other information.
!
!
Attest is a fundamental CPA function from which the recognizes that CPAs are independent and objective assurers
profession derives public trust and which allows CPAs
! of information. Trust built in the provision of assurance
to branch into new attestation and advisory services. services also gives the public confidence to trust CPAs as
! advisors as well as auditors.
!
Although most CPAs are not involved in providing audit and attest
As in the past, the audit and attest function will continue to
!
services, attest remains a fundamental service for the profession.
evolve to incorporate changes in accounting standards,
While CPAs’ skills and knowledge allow them to offer many other
!
services to employers and clients, there is no other profession that is technology, business practices and investor requirements. As
!
as qualified, or even allowed by law, to fulfill the role of auditor. It is a financial information moves closer to real-time, auditors will
unique niche filled by CPAs and will continue to be an important role. need to understand the changes and devise ways to assure
! that information. CPAs will still have the opportunity to identify
!
Many other CPA services are based in the attest function. Some, areas where “trusted attesters” can use their audit expertise to
!
such as business controls and internal audit, are direct extensions of provide services. The audit and attest function will continue to
the attest function. Other areas, such as fraud and forensics, rely on be a much-needed service and one that CPAs are uniquely
!
skills acquired via auditing. Employers and clients also look to CPAs qualified to provide.
!
as potential providers of other compliance-related areas such as
!
sustainability, risk management and regulatory compliance. All these IMPACT ON THE PROFESSION
extended services have their roots in the attest function. Services 1. The profession must stay vigilant in defending its unique
!
based on the CPA reputation as a trusted attester provide a natural role as providers of audit and attest services. All CPAs
! for CPAs to expand and enhance their offerings.
path benefit from the public trust that is rooted in the provision of
audit and assurances services.
!
The attest function also underpins the profession’s reputation for
!
objectivity and independence. From the beginnings of the modern 2. Audit and attest functions must evolve to meet changing
!
accounting profession at the end of the 19th century, the ability of regulatory demands and client and business needs.
!
CPAs to provide independent, objective audits of financial
statements helped build credibility for the profession. The public
!
25. “ [The profession will] continue to expand on the integrity and
reliability of the auditor's report, only provided by a CPA.
”
26. !
!
! “ (CPAs must) capitalize on
! TRUSTED ADVISOR
being the trusted profession.
”
! !
!
!
!Promote the CPA as the trusted advisor who, in addition to providing
!core CPA services, develops solutions to complex problems by
!
integrating knowledge, expertise and resources from multiple disciplines.
!
!!
Leverage the core skills and competencies of CPAs solve complex and challenging business problems. This will
!
and position them as strategic partners who can require leveraging core competencies of critical thinking and
!
bring together experts from different specialties to problem-solving skills and collaborating with professionals
solve problems. across different disciplines. By applying the same experience,
! objectivity and expertise the profession brings to traditional
!
Regulatory, technical, global and competitive forces (including services, CPAs will enhance the value proposition for clients
!
non-CPAs who compete with the profession to offer nonaudit and business.
services) provide increased challenges and opportunities for the
!
profession. In today's fast-paced globalized and highly networked According to CPA Horizons 2025 findings, CPAs
!
economy, CPA professionals must maintain and improve their
overwhelmingly believe that they will need to provide a greater
variety of services. CPAs who look beyond traditional services
!
technical skills, business skills and knowledge. To be successful,
while continuing in their trusted advisor role will enhance their
the profession must earn and uphold the trust and confidence of
! value to clients, business and employers.
those they serve.
!
IMPACT ON THE PROFESSION
!
To earn the trusted advisor status, CPAs must not only demonstrate
1. CPAs must continue to evolve as strategic partners of
competence and commitment to excellence in their particular area of
!
practice, but also demonstrate knowledge of business and the clients, business and employers, applying multidisciplinary
!
evolving marketplace. CPAs need to be in tune with clients, business
and integrated problem solving to expand traditional
services and enhance nontraditional offerings and the
!
and employers and sharpen the adaptability skills required for
perception of trusted advisor.
evolving services to address changing priorities. Once established,
!
trusted advisor status opens many opportunities to be able to help
!
across a broad range of business issues, not just in a specific area.
!
As trusted advisors, CPAs increasingly will be called upon to help
!
27. !
!
! “ I am proud to be held to a high standard of ethics and to be a trusted advisor to
! those in need of financial and tax help. Knowing that others will be using my
!
!
work to make financial, business and strategic decisions is a source of pride.
”
! !
! !
!
!
!
!
! All others 55 31 9 3
! Strongly agree
!
Education 58 26 11 5
!
! Somewhat agree
! Business and industry 54 35 8 2
!
Neither agree nor
! Public accounting 57 32 8 3 disagree
!
! All members 56 33 8 3 Disagree
!
! 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
!
!
CPAs will need to provide a variety of services that improve and
! assure the quality of information.
! !
!
28. !
!
!
! MARKET PERMISSIONS
!
!
!
!
!
!
!
Leverage the strengths of the
!
profession to expand market permissions.
!
!
Build upon Core Competencies and demonstrate accounting make them integral players in protecting data
!
broader expertise to extend CPA offerings beyond integrity and confidentiality.
!
traditional services.
The increasingly international nature of business and finance
! will allow CPAs to expand in new directions. CPAs
While the public often thinks of CPAs in terms of financial reports,
!
audits and taxes, CPAs’ competencies allow them to offer a much knowledgeable about international business and financial
!
wider range of services. CPAs collaborate on corporate responsibility regulations and norms will be able to guide businesses as they
expand internationally. The profession’s role as an assurer of
!
reports; lead risk management and sustainability efforts; consult on
financial information can be expanded to include such areas
technology solutions; develop business strategies; evaluate the use
! tax dollars for local, state and federal government programs and
of as corporate responsibility, environmental compliance and
!
much more. CPAs are trusted to fill these roles because the other growing areas in business reporting. Whether serving as
preparers or auditors, CPAs are already associated with
!
profession’s reputation is associated with the unparalleled core
ensuring that information produced in reports is accurate and
competencies delivered at the highest level of excellence.
!
Throughout the research, CPAs identified a number of areas where in compliance with standards. This skill can be leveraged to
!
the profession can look to expand into new service offerings that are strengthen the reputation of CPAs as assurers of information.
natural extensions of CPA Core Competencies, including data
!
security, assurers of information and specializations. The expanding nature of CPA services also will provide
! opportunities for CPAs to choose to specialize. Specialized
!
As technological advances increase the speed of financial offerings provide services that do more than aid clients and
transactions and the amount of information stored online where it is businesses in complying with rapidly expanding sets of
! regulatory requirements. It also offers CPAs the opportunity to
vulnerable to hackers and fraud, CPAs can work to ensure data and
!
businesses are protected. CPAs’ knowledge of finance and
!
29. !
!
! “ (The) changing business environment will offer new areas of services
! that CPAs can jump into since the CPA is well-educated, well-trained
!
!
”
and well-respected to take advantage of those opportunities.
! !
!
!
!
!
!
!
!increase their value toJust as many CPAs today choose to work
clients and employers through broader
guidance and insight.
!in specific areas — preparers, auditors, tax specialists, wealth
!managers and fraud examiners are just a few examples —
specialized areas will grow.
!
!
!
IMPACT ON THE PROFESSION
!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!
1. Emerging opportunities for specialization will allow CPAs to
! strengthen their expertise and provide additional value to
clients, employers and business.
!
!
2. The profession must continue to evaluate which services it
! offers locally and globally and how it will deliver these
services to adapt to the needs of clients, employers and
! business.
!
!
!
!
!
30. !
!
!
! MARKETPLACE
!
!
!
!
!
!Address continual changes in the marketplace,
!
!economy, businesses and regulations.
!
!
As regulatory, business and economic shifts are change. By keeping up-to-date and adapting their offerings to
!
inevitable and occurring more quickly, the profession match changing regulations and standards, CPAs can make
!
must adjust and adapt while remaining rooted in its themselves invaluable advisors to businesses and clients.
!
foundational values and competencies.
Technology will play a key role in this kaleidoscope of change.
! inevitability of change was a recurring theme throughout the Just as it would have been difficult to imagine all the changes
The
!
CPA Horizons 2025 project. Whether the topic was regulation, technology would bring between 1998 and 2011, it is equally
difficult to pinpoint the changes CPAs can expect between
!
business, the economy, society or technology, CPAs expressed the
now and 2025. What is known is that technology will continue
belief that the profession must remain dynamic. CPAs are united in
!
their opinion that in order for the profession to thrive, it will need to to transform the business and social environment and CPAs
!
quickly adjust and adapt while remaining rooted in its foundational will continue to incorporate those changes into their work
and offerings.
!
values and competencies.
!
CPAs also agreed that the pace of change is accelerating and that Amid this change, one thing is certain: “What makes the CPA
!
they must remain nimble and agile not only in adapting to change profession so exciting [and] interesting … is that when and
where there is change, CPA skills and knowledge are needed.
!
themselves, but also in helping others to adapt. CPAs do this by
We have always changed with the times. We must — our
leveraging their core strength of anticipating and meeting needs
!
combined with their knowledge and problem-solving skills. clients demand the best,” said one CPA Horizons 2025
! survey respondent.
CPAs expect that regulations and standards will continue to evolve
!
and increase in complexity. In addition, the increasingly globalized
!
world will also introduce an international component to the rate of
!
31. !
!
! “ CPAs must continually evaluate what they do and how they do it in order to
! provide timely, accurate financial information to the users of the information
!
!
whether they are owners, investors, lenders or operations managers.
”
! !
!
!
!
!
!
!
!IMPACT ON nature of the work that CPAs perform must evolve
1. The exact
THE PROFESSION
! to respond to shifts in business, society and technology.
! These changes will offer opportunities to enhance the value
! of CPAand employers adapt CPAs to be leaders in helping
clients
services, positioning
to change while also responding
! to change themselves.
!
2. Lifelong learning will take on greater importance as a way for
! CPAs to stay up-to-date as the pace of change accelerates.
!
!
!
!
!
!
!
!
!
!
32. !
!
!
! VALUE PROPOSITION
!
!
!
!
!
!Increase the visibility of the profession’s value proposition by demonstrating
!
the profession’s Core Values in multiple areas of business and society.
!
!
The profession’s value proposition extends directly from While there was much economic uncertainty when CPA
!! Core Values. By expanding the profession’s presence
its Horizons 2025 began, one thing is certain – there will always
!
into areas that align with the Core Values but extend be economic uncertainty. The economy is cyclical; prosperous
beyond areas that are constrained by regulators, CPAs financial times will be followed by downturns. Due in large part
! to CPAs’ integrity and objectivity, society looks to them for
can increase their worth to business and society.
! information and guidance to deal with changing circumstances.
!
Much of the profession’s value proposition stems directly from the
CPAs can also extend and enhance their value proposition by
!
Core Values shared by all CPAs. The integrity, objectivity and
the role they play in their communities. For example, CPAs who
commitment to excellence demonstrated by CPAs lead the public to
! CPAs. The dedication of CPAs to lifelong learning, competence choose to play a role in the larger discussion concerning
trust
government budgets can lead in both helping the public
!
and relevance in the global marketplace gives clients, employers and
understand the issues and in shaping solutions. Similarly,
the public the confidence that CPAs will continue to evolve and
! CPAs can continue leading efforts to help individuals
innovate to meet the changing needs of business and society. In a
!
globalizing society in which competitive credentials are proliferating,
understand personal finances and to encourage financial
literacy for all. Whatever CPAs choose to do in their
!
the Core Values allow CPAs to distinguish themselves.
communities, whenever a CPA demonstrates any of the Core
!
Often the value that CPAs offer is associated with regulatory
Values, the value of the CPA is promoted.
!
compliance – ensuring that financial statements are compiled
While CPA values are unchanging, how those values are
!
according to regulations and accounting standards, auditing financial
applied will evolve with the changing marketplace. CPAs
statements for compliance, and preparing tax statements in
!
accordance with regulations. In addition, CPAs offer objective and
should not be afraid to be creative when it comes to developing
services that align with their Core Values. By listening to their
!
honest counsel to their clients, employers and the public on how to
clients and employers and staying abreast of market trends,
!
manage their finances appropriately.
CPAs will be able to customize their services in ways that keep
!
33. !
!
! “ Integrity, independence and our focus on the blend of duty to our client
!
!
and to the public is unique to our profession. It cannot be compromised.
”
!
!
!
!
!
!
!
!pace with the changing needs of businesses and individuals.
!CPAs help businesses foresee and understand the effects of
!changes in the financial and regulatory markets and play a
larger role in helping individuals create plans to build secure
!retirements and estates.
!
!By promoting their CPA credential, no matter where their
career takes them, CPAs represent the profession’s value
!proposition to the public. Whenever an individual observes a
!CPA behaving with integrity, objectivity and a commitment to
!excellence, the public perception of the profession is enhanced.
!IMPACT ON THE PROFESSION
!1. By listening to and understanding the needs and challenges
! of employers alignclients, opportunities for CPAs to develop
services that
and
with Core Values will emerge.
!
!2. The profession must spend more time demonstrating their
! value to clients, businesses and the publicincreased role
and value of the CPA in order thrive amid
about the
! competition and economic pressures.
!
!
!
34. !
!
! “ (All generations) need to interact
positively showing both sides can
! DEMOGRAPHIC SHIFTS
!
learn from and support the other.
”
! !
!
!
!
!
!
Continue to offer opportunities that enhance the profession’s appeal and
!
be proactive in addressing both U.S. and global demographic shifts.
!
!
Continue to embrace changing demographics as they Enormous changes are taking place within the profession as
!
relate to diversity (age, gender and ethnicity), changing younger workers bring their own priorities to the
!
family structures, increasingly international communities workplace. Younger CPAs (late wave Generation Xers and
!
and other demographic changes in society. Millennials) desire greater work/life balance, increased
technological integration and innovation, and meaningful
! learning and advancement opportunities. Older CPAs (Baby
The convergence of Baby Boomers, Generation X, Generation Y
! Millennials is transforming the workplace. CPA Horizons 2025
and Boomers and the early wave Generation Xers) are concerned
that traditional relationship-building and commitment to
!
respondents widely perceive that differences in the needs, wants
business and client needs are losing importance. Older CPAs
and work styles of these generations create numerous challenges.
! can build bridges by mentoring younger CPAs and by meeting
! oldest Baby Boomers reach retirement age in 2011, yet many
The personal and family needs with flexible programs and
benefits. Younger CPAs can leverage their technological skills
!
expect to postpone retirement. For some this choice stems from a
in a rapidly evolving marketplace.
desire to continue working, while for others economic turmoil has
!
reduced savings, which necessitates working additional years to
!
recoup these losses before retirement. With the older generation According to the AICPA’s 2011 Trends in the Supply of
Accounting Graduates and the Demand for Public Accounting
!
continuing to work, fewer senior management and leadership
Recruits, women represent half of new accounting
positions are open to the next generation. Before retiring, Baby
!
Boomers can serve the profession by mentoring future leaders and
professionals hired by CPA firms. However, they are not yet
!
sharing professional expertise and organizational knowledge. reflected in the same proportion in senior management and
leadership roles for the majority of firms or in the general
!
Some retired professionals may also continue to offer services
U.S. job market. This study also reports that ethnic diversity in
as consultants.
! accounting graduates has increased to 21% from 17% since
2009 but minority populations are not reflected in leadership
!
35. !
!
! “ I believe that providing the younger generation with a clear statement of the firm's or
! organization's objectives is critical. Then allow the younger generation to use processes and
!
!
tools they feel are most effective (that is, allow them to innovate to meet the objectives.)
”
! !
!
!
!
!
!
!
roles in business. The number of women and minorities entering IMPACT ON THE PROFESSION
!
the CPA profession will continue to grow in the coming years and, 1. The profession must strive to reflect the demographic
!
to ensure their success, employers will need to create programs shifts of incoming accounting students, clients, business
to encourage their professional growth and development.
! and society.
Implementing such programs could result in women and
!
minorities taking on leadership roles within businesses and the 2. Programs offered to support minorities, women and young
!
profession and creating opportunities for success and future CPAs in the workplace must be more widely implemented
viability for the employer. throughout the profession.
!
!
Student recruitment programs for high school and college 3. Experienced and older CPAs must continue to mentor
!
students will continue to play a significant role in building young CPAs and identify leadership and advancement
awareness of the CPA profession and the many opportunities opportunities that will foster stronger relationships
!
available for those obtaining the CPA credential. and loyalty.
!
! 4. In order to attract and retain younger generations,
employers must increase flexible work arrangements
! and work-at-home options.
!
! 5. The profession must continue to support and enhance
programs that build awareness of the CPA profession to
! young audiences.
!
36. !
!
!
!
!
!
!
!
!
!
!
!
!
!
!
!
!
!
!
! DIALOGUE WITH COUNCIL
! At its Fall 2011 meeting, the AICPA governing Council had the opportunity to provide its perspective
!
on the implications of the key findings from CPA Horizons 2025 grassroots feedback. After
!
receiving a preliminary 50-page report, listening to a presentation on key findings and hearing from
!
Advisory Panel members, Council participated in breakout discussion groups to reflect on the
!
implications of the findings for the profession. The following points summarize Council’s discussion.
!
!
!
!
!
37. !
!
!
!
!
!
!
!
!
!
!
!
!
!
!
!
!
!
!
!
! The profession must CPAs must use The profession must The CPA credential must
! create opportunities to technology to increase place greater value on focus on the attributes
! allow younger CPAs to speed of analysis and foreign languages skills that make it attractive to
!
learn from more enhance and cultural awareness. future CPAs.
!
experienced members of decision-making.
!
the profession while
!
! teaching older CPAs to
! be more tech-savvy.
!
38. !
!
!
! DIALOGUE WITH COUNCIL
! !
!
!
!
!
!
!
“ The attest function be an increasingitdemandafor real-time information and the
change. There will
will change and will be global process for this
!
! traditional ‘looking back’ attest function will change to a continual evaluation of
! information. These changes will take place through global design and CPAs will
!
!
!
need to be a part of this design.
”
!
!
!
!
! As the demand for The profession must For CPAs to remain competitive CPAs must continue to
! expanded attest continue to promote the in a rapidly changing advocate internationally,
! services rises, CPAs CPA as a trusted advisor environment, the profession nationally and locally on
!
must leverage their who can be relied upon must evolve training, combining behalf of the profession.
!
Core Values to for objective guidance, real-time, technology-based
!
continue to be an financial expertise and education with traditional
!
! exclusive provider of strategic insight on broad in-person and on-the-job training
! these critical services. business issues. to maximize learning experiences.
!
39. !
!
!
!
!
!
!
!
!
!
!
!
!
!
!
!
!
!
!
!
! Firms and employers The profession must To help enhance the visibility CPAs must create
! must be flexible in focus on recruiting and and positive image of the new ways to leverage
! providing work-life retaining diverse CPAs, profession, CPAs must technology to enhance
! balance. clients and customers. engage in volunteer service business
!
that advances the relationships.
!
communities in which they
!
work and live.
!
!
!
40. !
!
!
! QUOTES
!
!
!
!
“ There will be an increasing
need for CPAs to distinguish
their training, talents and
! expertise from others in an
!
! “ More experienced CPAs and increasingly crowded
”
employers of young CPAs should not marketplace.
! only emphasize the importance of
! obtaining the CPA designation and
!
! using that designation in their business
! but also stress that being a CPA also
!
!
means dedicated service to the
profession, mentoring younger CPAs
“ CPAs need to advocate globally because there
are worldwide business implications of other
”
! and involvement in professional countries, laws, regulations, and cultures.
!
!
society activities.
! ”
!
!
!
!
! “ The CPA profession should
!
!
!
“ CPAs should seek out non-profit board
opportunities to assist those
organizations and enhance the
continue to mentor and invest
in the intellectual resource
that is our youth. This will
! visibility of our valued credential.
” make them more proud to be
!
!
part of our profession.
”
!
!
!
41. !
!
Summary
!
! !
In more than 300 comments
!
“
generated during this
! As the pace of change continues to accelerate, CPAs do
exercise, it was clear that the
! demonstrate their ability to swiftly adapt and anticipate changes thus
findings of the year-long effort
! positioning themselves as leaders in advising clients and employers
resonated with Council,
”
! on how to adapt and respond. including the importance of
! pride in the profession.
! Council’s feedback
!
! emphasized the continuing
“
! Need committees, task forces and work need for the profession to
! groups at AICPA and state societies evolve as it responds to
!
!
!
focused on the future of these implications.
” unprecedented regulatory
changes, demographic shifts
and technological advances.
!
!
! “ More emphasis will be needed
on foreign languages in
! Furthermore, many indicated
that these future trends
already are beginning to
!
!
colleges/universities and
“ We are as much a
impact their workplace.
”
cultural awareness training to thinking discipline and For additional Council !
! culture as a technical
be able to gain the respect to feedback and valuable
!
!
!
do business in other countries.
” expert. A lot of the value
we bring to the table
comes from what we
resources related to CPA
Horizons 2025, visit,
CPAHorizons2025.org.
!
!
!
!
!
learn at work.
!
”
!
42. !
!
!
!
!
!
!
!
!
!
!
!
!
! CPA Horizons 2025 asked participants to evaluate the profession’s Core Values and
! Competencies established in the late 1990s in light of current and future trends. The Advisory
! Panel carefully reviewed and further refined each value and competency based on this feedback.
! The results, which follow, reflect the foundation of the unique strengths and qualities, which will
! continue to drive and distinguish the profession in the coming decades.
!
!
!
!
!
!
!
!
!
!
!
!
43. !
!
!
! CORE VALUES
!
!
!
!
Core Values of the CPA profession are the essential and enduring beliefs that we
!
uphold over time. Core Values enable us to retain our unique character and value as
!
we embrace the changing dynamics of the global economy.
!
!
!
!
Integrity
! Competence Lifelong Objectivity Commitment Relevance in the
Learning to Excellence Global Marketplace
!
!
CPAs conduct CPAs CPAs highly CPAs maintain CPAs CPAs enhance
!
themselves with demonstrate value education impartiality and continually their value by
!
integrity and superior technical beyond intellectual deliver meeting the
!
honesty, holding proficiency by certification and honesty by exemplary, ever-changing
!
themselves to performing with a remaining free needs of the
! ! continually high-quality
!
rigorous high level of pursue new and of personal bias services. world around
!
standards of expertise and broad skills and and conflicts of them.
!
professional knowledge. knowledge. interest.
!
ethics.
!
!
!
!
44. !
!
!
! CORE COMPETENCIES
!
!
!
!
Core Competencies are a unique combination of human skills, knowledge and
!
technology that provides value and results to the user. Enhancing our Core Competencies
!
is key to sustaining a competitive and differential advantage in the marketplace.
!
!
!
!
Communications
! Leadership Critical-Thinking Anticipating Synthesizing Integration and
Skills Skills and Problem- and Serving Intelligence to Collaboration
! Solving Skills Evolving Needs Insight
!
CPAs are able to CPAs are adept CPAs are skillful CPAs are adept CPAs are expert CPAs are effective
!
effectively at influencing, in evaluating in identifying in connecting at building strategic
!
exchange reliable inspiring and facts, challenging strategic data, performing alliances and
!
and meaningful motivating others assumptions and directions and analysis and using working
!
information, using to facilitate applying opportunities to business acumen collaboratively to
!
!
appropriate change and judgment to meet the to provide astute provide
!
context and achieve develop relevant evolving needs guidance for multidisciplinary
!
interpersonal excellence. solutions. of those we better business solutions to
!
skills. serve. decision making. complex problems.
!
!
!
!
45. !
!
!
! EMBRACING THE FUTURE
!
!
!
!
!
! WHAT HAVE WE LEARNED?
• It is a small world after all — every business is becoming a global business
! • The future is here — embracing the future now will ensure viability in the long run
! • Change is inevitable — technology already is changing the way we work … and the change will continue
• Generations are working side by side — Baby Boomers are not retiring and Millennials are bringing a new set of skills
! and ideals to the workplace
!
! WHAT MUST WE DO?
• Be open to change — embrace, don’t fear, the future
! • Be nimble — adapt traditional services and establish new ones to take advantage of change
! • Be collaborative — work with each other and with the global community to shape and execute the standards and
! services that will emerge over the next decade
• Be forward-thinking — assess and evaluate the current and future environments and plan accordingly
!
! HOW DO WE DO IT?
! • Technology: Address security and privacy concerns; adapt traditional services; utilize state-of-the-art tools to reach out to
new markets
! • Education: Balance judgment with technical skills; teach soft skills; stay ahead of the curve on regulations and standards
! • Globalization: Understand international issues, trends, standards and regulations; identify new markets; explore new job
! opportunities
• Promotion: Market the profession’s virtues of integrity, objectivity and trust to local, national and international audiences
! • Collaboration: Understand the different perceptions and realities of the generations and find ways to bridge the gap and
! take advantage of the best each can offer
• Integration: Review our competencies and align them with new realities; enhance our role as a business advisor
! • Adaptation: Address changes in the marketplace, economy, business and regulations; immerse ourselves in domestic
! and international trends
! • Competition: Understand the numerous choices available to clients and employers; market the CPA value
!
47. !
!
!
!
!
!
! Paul V. Stahlin | Chairman – AICPA | 2010-11
!
Paul Stahlin is regional president of Skylands Community Bank in Somerville, NJ. He has an extensive
! career in banking, having served as executive vice president and chief financial officer of Fleet Credit
! Card Services and corporate controller of Summit Bancorp. Paul began his career in public accounting,
! including six years with Price Waterhouse & Co., a predecessor firm of PricewaterhouseCoopers. Paul
has served the AICPA as a member of the Board of Directors and the governing Council for eight years.
! From 2001-2004 he served on the special task force on Services to Members in Industry, which made
! recommendations for improving the AICPA’s service to members in business and industry. Paul also
chaired the Audit Committee from 2007-2008 and has served on the Strategic Planning, Compensation
! and Finance Committees. He was President of the New Jersey Society of CPAs from 1999-2000, and is
! current chair of the audit committee of the Somerset Medical Center Board of Trustees. Paul graduated
! from Montclair State University with a B.S. in accounting and is immediate past chair of the Montclair
State Foundation’s Board of Trustees.
!
!
!
! Ernest A. Almonte | CEO and Chief Visionary Officer | Almonte Group LLC
! Ernie Almonte is the CEO and Chief Visionary Officer of Almonte Group LLC. He was the former
! Rhode Island Auditor General, where he was responsible for auditing the $7 billion State Annual
! Financial Report, $3 billion Federal Single Audit, Municipal Oversight and Performance and Fraud
Audits. Ernie was appointed by the Secretary of Defense as Chairman of the Department of Defense
! Audit Committee and the Comptroller General of the U.S. to the Government Auditing Standards
! Committee. He was also President of the National State Auditors Association and the Rhode Island
! Society of CPAs. Ernie is a past Chairman of the Board of the AICPA, and speaks both nationally and
internationally — his topics include fraud, government finance, auditing, leadership, international
! accounting, ethics and the CPA profession. He holds a Bachelor of Science in Business
! Administration, Master of Science in Taxation and Honorary Doctor of Business Administration from
! Bryant University. Ernie graduated from the Senior Executives in State and Local Government and
Innovations in Governance at the Harvard University Kennedy School of Government.
!
48. !
!
!
! ADVISORY PANEL
!
!
! Jordan D. Amin | Senior Manager | EisnerAmper LLP
!
Jordan Amin is a senior manager in the Tax Department at EisnerAmper LLP, and has more than 13
! years’ experience in both public and private accounting. He is chair of the AICPA’s National CPA
! Financial Literacy Commission, an 18-member group that works to increase awareness of the
! importance of financial literacy education, promote financial literacy efforts involving CPAs and serve
as the primary spokespeople for the CPA profession’s financial literacy efforts, 360 Degrees of
! Financial Literacy and Feed the Pig. Jordan has appeared on Fox Business News, ABC Money
! Matters and WNBC, and has been quoted by MarketWatch and in USA Today. He is an active
! member of the New Jersey Society of CPAs, and past chair of the NJSCPA Young CPA Committee.
Jordan is a graduate of Boston University, where he earned a Bachelor of Science in Business
! Administration with a concentration in accounting.
!
!
!
!
! L. Gary Boomer | Chief Executive Officer | Boomer Consulting, Inc.
! L. Gary Boomer is CEO of Boomer Consulting, Inc., an organization that provides planning and
! consulting services to leading accounting firms. Gary’s strategies chart a transformation roadmap that
! results in business growth through expanded services, improved processes, talent management and
the leveraging of technology. Gary is recognized in the accounting profession as the leading authority
! on technology and firm management. For more than a decade, he has been named by Accounting
! Today as one of the Top 100 Most Influential People in Accounting. He is also a member of IPA’s
! 10 most recommended consultants. Gary consults and speaks around the globe on management and
technology related topics, including strategic and technology planning, compensation, change
! management and developing a training/learning culture. He acts as a planning facilitator, provides
! coaching and serves on various advisory boards. Gary is the creator of and a facilitator for The
! Boomer Technology Circles™, exclusive groups of leading firms that join together to examine current
issues and address common concerns about firm management and technology.
!
49. !
!
!
!
!
!
! James C. Bourke | Partner | WithumSmith+Brown, PC
!
Jim Bourke is a Partner, Member of the Board of Directors, Member of the Management Committee and
! Director of Firm Technology at WithumSmith+Brown, Red Bank, NJ. In his director capacity, he has the
! responsibility of overseeing all technology issues and operations for the Firm’s 11 offices and more than
! 500 employees. Jim has been a frequent speaker to many State CPA societies, the AICPA and other
organizations on topics specifically related to technologies used by the business community today. He is
! Past President of the New Jersey Society of CPAs. Jim has authored many articles dealing with firm
! technology issues and was featured on the cover of past issues of Accounting Technology Magazine
! and Practical Accountant Magazine. He has also been named by Accounting Today as one of the
Top 100 Most Influential People in Accounting for the last three years and has been named by The CPA
! Technology Advisor as a Top Thought Leader in Public Accounting Technology.
!
!
!
!
! Robert L. Bunting | Partner | Moss Adams LLP
! Robert Bunting is Chair of Moss Adams’ International Services Group and the Sustainability Services
! Group. He served as CEO of Moss Adams for 23 years before stepping down from that role in
! June 2004. From November 2008 to November 2010, Robert was President of the International
Federation of Accountants (IFAC), after completing two years as IFAC's Deputy President. He also
! served on the IFAC Board and chaired the Compensation, Nominating and International Regulatory
! Liaison Committees. In his capacity as IFAC President, Robert was appointed to a steering
! committee for the International Integrated Reporting Committee (IIRC) – established to help drive
forward the creation of a globally accepted framework for accounting for sustainability.
!
!
!
!
50. !
!
!
! ADVISORY PANEL
!
!
! James G. Castellano | Chairman | RubinBrown LLP
!
Jim Castellano is Chairman of the Board of RubinBrown LLP. He joined RubinBrown in 1973 and
! has served at the helm since 1989. Jim’s influence extends beyond the firm to the accounting
! profession as a whole. In addition to his leadership role at RubinBrown, he also serves as Chairman
! of Baker Tilly International, the world’s eighth largest network of Independent Accounting Firms. Jim
was Chairman of the Board of Directors for the AICPA during 2002. Shortly after taking office, he
! found himself leading during one of the accounting profession’s most challenging times as Enron
! took center stage in the media and rocked America’s confidence in financial reporting. Jim spent the
! majority of his term as chair traveling the country discussing needed change. His testimonies before
the House Subcommittee on Commerce, Trade and Consumer Protection and the Senate Banking
! Committee contributed to the debate on professional and legislative reforms.
!
!
!
Patricia Cochran-Bergman | Chief Financial Officer | Vision Service Plan
!
! Patricia Cochran-Bergman was the Chief Financial Officer of Vision Service Plan (VSP) for 20 years
! (1990-2009). Patricia serves on the AICPA’s Board of Directors and governing Council. She also is a
past Chair of the Board of Trustees of the California CPA Education Foundation. An active community
! volunteer, Patricia serves on the Board of Directors for Catholic Healthcare West’s Sacramento
! Community Hospitals. She also is on the Board of Mechanics Bank and chairs the Audit Committee.
! Patricia has addressed the World Congress of Accountants, Chartered Institute of Management
Accountants and several AICPA national conferences on the topic of Enterprise Risk Management
! and Sustainability. She also addressed the California Governor’s Conference for Women on
! Employee Satisfaction and the International Financial Executives Leadership Forum on Business
! Growth. Patricia was named CFO of the year for large private companies by the Sacramento
Business Journal in 2008 and inducted into the Business Hall of Fame by Junior Achievement in
! 2007. She received the 2000 Executive Woman Award from the Sacramento Chapter of the National
! Association of Women Business Owners.
! !
51. !
!
!
!
!
!
! Kimberly Ellison-Taylor | Executive Director | Oracle USA
!
Kimberly Ellison-Taylor is responsible for leading Oracle's Health and Human Services Practice at
! the federal, state/provincial and local levels. With her leadership, the applications and technology
! teams within Oracle provide industry-specific guidance and solutions to Health and Human Services
! organizations throughout the United States and Canada. Kimberly also serves as the Global Lead
for Oracle’s Human Services initiatives, where she provides leadership to repeatability of Oracle
! solutions for Human Services around the world. Kimberly is the 2010-2011 past Chair of the
! Maryland Association of CPAs. Kimberly’s educational background includes an undergraduate
! degree in information systems management and technical writing, a Master of Business
Administration, a Master of Science in Information Technology, an accounting certificate and a chief
! information officer certificate from Carnegie Mellon University. She is also a CPA and Certified
! Information Systems Auditor.
!
!
Jeanette Meixner Franzel | Managing Director | Government Accountability Office
!
! Jeanette Meixner Franzel is the Managing Director for the Financial Management and Assurance
! team in the U.S. Government Accountability Office (GAO). She heads GAO’s oversight of financial
management and auditing issues across the U.S. federal government. Jeanette also oversees GAO’s
! work in developing and issuing Government Auditing Standards (“The Yellow Book”); these standards
! are widely used in the U.S. and serve as a model for the private sector and other governments
! around the world. Jeanette provides a wide range of expert technical input across GAO teams and to
other external audit organizations on issues involving auditor independence; engagement design and
! methodologies; quality assurance, internal inspection, and peer review; and internal control and
! governance in public sector programs. Jeanette has provided extensive policy and technical support
! to the International Organization of Supreme Audit Institutions (INTOSAI). Jeanette has a Bachelor’s
Degree in Accounting and Spanish from the College of St. Teresa, a Master’s Degree in Business
! Administration from George Mason University and completed the Senior Executive Fellows program
! at Harvard University.
!
52. !
!
!
! ADVISORY PANEL
!
!
! Erin P. Hardwick | Executive Director | South Carolina Association of Certified Public Accountants
!
Erin Hardwick is Executive Director of the South Carolina Association of CPAs, a position she has held
! since 2005. She has devoted most of her 28-year career to leading professional associations and serving
! their respective members. She began her career at the South Carolina School Boards Association and
! went on to serve as the founding executive director of the South Carolina Association of Nonprofit
Organizations (representing charitable organizations), and own and operate an association management
! firm, Erin Hardwick & Associates. Erin serves as the secretary-treasurer of CPA-SEA, the national
! association of CPA society executives, and as a member of the Power of Awards committee for the
! American Society of Association Executives. Locally, she serves on the South Carolina Secretary of
State’s Exempt Organizations Advisory Board, the Nonprofit Leadership Institute Advisory Board at
! Francis Marion University, the South Carolina Economics Board of Directors and as vice-chair of the
! Saluda Shoals Park Foundation Board of Directors.
!
!
!
! Richard E. Jones | President & CEO | Washington Society of CPAs
! Rich Jones is the President & CEO of the Washington Society of CPAs. Rich was named to this
! position in January 2005. Before assuming his leadership role at the WSCPA, Rich was an active
! member of the accounting profession, having served with Ernst & Young for more than 30 years in
their San Francisco, San Jose and Seattle offices. When he retired from Ernst & Young in 2004, he
! was Director of Tax for their Pacific Northwest offices, a position he held since relocating to Seattle in
! 1989. Rich is a licensed CPA in California and Washington and is a member of the California Society
! of CPAs, the Washington Society of CPAs and the AICPA, where he serves on the Uniform
Accountancy Act Committee. He is active in several civic and professional organizations. Rich is an
! honors graduate of the University of California at Berkeley, with a Bachelor of Science in Accounting,
! and attended the E&Y Executive Development Program, Kellogg School of Management, at
! Northwestern University.
!
53. !
!
!
!
!
!
! Don McCleod | President | Don McCleod CPA PC
!
Don McCleod is the owner, founder and President of Don McCleod CPA PC. Don’s firm focuses
! primarily on small businesses and entrepreneurs by providing expert advice on an array of services
! from business and individual taxes to start-ups and financial literacy awareness. Don serves on the
! AICPA Minority Initiative Committee and is an AICPA At-Large Council Member from the state of
Alabama. Moreover, he recently was elected to the Alabama Society of CPAs’ Board of Directors as its
! Secretary/Treasurer. Don is a Dothan Area Chamber of Commerce Board Member, where he serves as
! Treasurer on the Chamber’s Executive Committee. Don received his Bachelor of Business
! Administration in Accounting from North Carolina Central University in Durham, and his Master of
Business Administration in Corporate Finance from the University of Illinois in Urbana-Champaign.
!
!
!
!
!
! Faye Miller | Director of Financial Services | Dakota Coal Company, BTI
Montana Limestone Company - Basin Electric Power Cooperative
!
! Faye Miller is the Director of Financial Services for Dakota Coal Company, BTI and Montana
! Limestone Company - Basin Electric Power Cooperative. She is a member-at-large of the AICPA
governing Council. Faye is a board member of the North Dakota State Board of Accountancy, and
! past President and past Committee Chair of CPE and Business & Industry Committees of the North
! Dakota Society of CPAs. She also is a Board member for Capital Credit Union and immediate Past
! Chairman. Faye has served as Past District Secretary-Treasurer and Lt. Governor of Dakotas,
Manitoba and Minnesota District of Optimist International. In addition, she has served as Executive
! Director of Big Brothers Big Sisters of Bismarck-Mandan and also is a Mid-America Credit Union
! Association Hall of Fame Inductee.
!
!