"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
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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 crisis of competence: The 'skills gap' and what it means for businessBill Sheridan, CAE
Many young professionals are unprepared to meet the challenges posed by a changing and complex world. The reason? The “skills gap.” There’s a chasm between the skills they need to succeed and those they actually possess. Bill Sheridan examines the skills you will need to succeed going forward … and how to get them.
Estudo feito pela Oxford Economics
Talento Global de 2021 Como a nova geografia do talento vai transformar estratégias de recursos humanos
mudanças na oferta de talentos irá ocorrer durante a próxima década. Para completar os resultados
de nossa pesquisa quantitativa, foi realizada uma série de entrevistas em profundidade com HR
executivos de todo o mundo e chamou a experiência de nosso comitê de direção de RH.
Nossa pesquisa revela não só paisagem de amanhã para o talento global será
dramaticamente diferente do que a de hoje, mas que alguns países e Industries
precisam de se adaptar mais rapidamente para acomodar essas mudanças rápidas.
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.
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 crisis of competence: The 'skills gap' and what it means for businessBill Sheridan, CAE
Many young professionals are unprepared to meet the challenges posed by a changing and complex world. The reason? The “skills gap.” There’s a chasm between the skills they need to succeed and those they actually possess. Bill Sheridan examines the skills you will need to succeed going forward … and how to get them.
Estudo feito pela Oxford Economics
Talento Global de 2021 Como a nova geografia do talento vai transformar estratégias de recursos humanos
mudanças na oferta de talentos irá ocorrer durante a próxima década. Para completar os resultados
de nossa pesquisa quantitativa, foi realizada uma série de entrevistas em profundidade com HR
executivos de todo o mundo e chamou a experiência de nosso comitê de direção de RH.
Nossa pesquisa revela não só paisagem de amanhã para o talento global será
dramaticamente diferente do que a de hoje, mas que alguns países e Industries
precisam de se adaptar mais rapidamente para acomodar essas mudanças rápidas.
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.
THIS FULL WEBINAR CAN BE VIEWED FOR FREE BY COMPLETING A BRIEF SURVEY@ bit.ly/neretasurvey1
Once the survey time period expires, the webinar may be purchased for $79.50 at www.nereta.org.
"From WIRED to What's Next: The Post Recession Partnership for Skills-Driven Economic Development” (presented by Richard Seline, architect of the DOL-ETA WIRED grants initiative)
How did the WIRED grants come to be? What impact did they make? Were there any long standing changes due to their implementation? How can we learn from the WIRED grants...and what is the next logical step? Richard Seline, architect of the WIRED grants initiatives presents this third installment of the North East Regional Employment and Training's "National Jobs Crisis Brainstorming Sessions" to discuss how we can learn from WIRED’s sparked regionalism model – and the collaborations still critical today between economic and workforce development.
This presentation and participant engagement covers:
Why and How WIRED Was Organized to Spark Collaboration
The Immediate Lessons Learned During WIRED
The Lasting Impact from WIRED and Similar Initiatives
What’s Next in the Post Recession Economy Challenging Workforce, Regionalism, and Collaboration
Tools and Techniques for Assessing Current, Emerging Skills and Talent Demand
And finally, an Update on WIA Reform and the Ready to Work Grant Opportunity
And, as a special treat, Dan DeMaio Newton, formerly from Monster.com and Houghton Mifflin Harcourt joins in to engage in a robust dialogue with Richard to discuss lessons learned and strategies going forward.
Learning Leader Symposium - Bersin 6-27-12Pam Devine
Julie Duda of Bersin presented the latest trends in learning as part of the BLI Learning Leader Symposium conducted with the MACPA Innovation Summit on June 27, 2012
RBC's Approach to Talent Management - HRMATTHRMATT
Amos Herai has over 15 year’s Senior Management experience in Human Resource Management. During his career he has held Senior HR roles in the Manufacturing, Hospitality and Financial Services sectors. His experience has covered all aspects of Human Resource Management, including Executive Recruitment, Executive
Development, Expatriate Management and Executive and Managerial Compensation.
Mr. Herai is at present the Head of Human Resources of the RBC Caribbean Banking. He leads a diverse HR team from twenty territories in the English and Dutch speaking
Caribbean. He is responsible for developing and implementing the HR strategies, programs and policies for RBC Caribbean which include Organizational Development, HR policy and governance and programs covering Reward and Recognition, Talent Management, Employee Relations, Learning and Development, Performance Management, and Compensation & Benefits.
Mr. Herai graduated from the University of the West Indies with a Bsc. In Sociology and Management and an Msc. in Management Studies, specializing in Human Resource
Management. Amos is also a Past President of HRMATT.
PRESENTATION SUMMARY – An Integrated approach to Talent Management and Leadership Development
A key component of RBC’s business strategy planning is the development and integration of talent strategies. Our Integrated Talent Management and Leadership Development Framework enables a holistic approach to strategic talent planning to help leaders meet their business/functional objectives. RBC’s executive talent management focuses on the executive team and the high potential pools to succeed that team. The presentation will define:
• RBC’s Talent Management Philosophy
• RBC Caribbean Talent Management objectives & Programs
• An Overview of Current Successes
• Towards an Integrated Talent Management Program
• Details of RBC Enterprise and RBC Caribbean Specific Programs.
Can you hear the shift change whistle? Because today the whistle is blowing for the accounting profession. The shift change is the transfer of the retiring baby boomers to the next generation of leaders that will be taking the helm in the next few years. Except this time it is not the same as the shipyard. This time the incoming shift will require a new set of skills and tools to continue the work of the prior shift. This time it is different.
The shift change is different in five fundamental areas that are radically changing:
1. Technology - hyper-connected, mobile, social, cloud, and big data.
2. Generations - Generation gap, generation lap, and 2 for 1 (Boomers to Xers).
3. Workplace - Work is no longer a place we go, but what we do - open, collaborative, and flexible.
4. Leadership - A recent Harvard Business Publishing study found only 32% of business leaders believe that their organizations have the right leadership to achieve their strategic goals and cope with the current business environment.
5. Learning - L>C, flipped classrooms, participation and engagement are the new normal.
The cause of the shift change is the rapidly changing and complex hyper-competitive environment which has become the new normal. The key to managing this shift change is a very simple, but very big idea - develop your talent and Keep your L>C.
The winners of this shift change will be those who can keep their rate of learning greater than the rate of change and greater than their competition. This is true for the organizations as well as individuals. The secret to talent development and L>C is in the 4 C's - Competencies, Career Path, Curriculum, and Cloud Learning.
Ipsos Global Business Influencers USA 2016Ipsos UK
22nd September 2016 - Ipsos launched the new Global Business Influencers Survey (GBI) USA 2016 in New York. The GBI survey is the world’s leading study, tracking the media, business, financial, luxury and travel habits of the most senior global business executives. It runs in 16 markets – from the US, to Europe, to Asia including China.
The presentation is an introduction to the survey and its heritage, sharing some of the results from both the GBI survey and the GBI Barometer 2016.
For more information, please contact James Torr.
THIS FULL WEBINAR CAN BE VIEWED FOR FREE BY COMPLETING A BRIEF SURVEY@ bit.ly/neretasurvey1
Once the survey time period expires, the webinar may be purchased for $79.50 at www.nereta.org.
"From WIRED to What's Next: The Post Recession Partnership for Skills-Driven Economic Development” (presented by Richard Seline, architect of the DOL-ETA WIRED grants initiative)
How did the WIRED grants come to be? What impact did they make? Were there any long standing changes due to their implementation? How can we learn from the WIRED grants...and what is the next logical step? Richard Seline, architect of the WIRED grants initiatives presents this third installment of the North East Regional Employment and Training's "National Jobs Crisis Brainstorming Sessions" to discuss how we can learn from WIRED’s sparked regionalism model – and the collaborations still critical today between economic and workforce development.
This presentation and participant engagement covers:
Why and How WIRED Was Organized to Spark Collaboration
The Immediate Lessons Learned During WIRED
The Lasting Impact from WIRED and Similar Initiatives
What’s Next in the Post Recession Economy Challenging Workforce, Regionalism, and Collaboration
Tools and Techniques for Assessing Current, Emerging Skills and Talent Demand
And finally, an Update on WIA Reform and the Ready to Work Grant Opportunity
And, as a special treat, Dan DeMaio Newton, formerly from Monster.com and Houghton Mifflin Harcourt joins in to engage in a robust dialogue with Richard to discuss lessons learned and strategies going forward.
Learning Leader Symposium - Bersin 6-27-12Pam Devine
Julie Duda of Bersin presented the latest trends in learning as part of the BLI Learning Leader Symposium conducted with the MACPA Innovation Summit on June 27, 2012
RBC's Approach to Talent Management - HRMATTHRMATT
Amos Herai has over 15 year’s Senior Management experience in Human Resource Management. During his career he has held Senior HR roles in the Manufacturing, Hospitality and Financial Services sectors. His experience has covered all aspects of Human Resource Management, including Executive Recruitment, Executive
Development, Expatriate Management and Executive and Managerial Compensation.
Mr. Herai is at present the Head of Human Resources of the RBC Caribbean Banking. He leads a diverse HR team from twenty territories in the English and Dutch speaking
Caribbean. He is responsible for developing and implementing the HR strategies, programs and policies for RBC Caribbean which include Organizational Development, HR policy and governance and programs covering Reward and Recognition, Talent Management, Employee Relations, Learning and Development, Performance Management, and Compensation & Benefits.
Mr. Herai graduated from the University of the West Indies with a Bsc. In Sociology and Management and an Msc. in Management Studies, specializing in Human Resource
Management. Amos is also a Past President of HRMATT.
PRESENTATION SUMMARY – An Integrated approach to Talent Management and Leadership Development
A key component of RBC’s business strategy planning is the development and integration of talent strategies. Our Integrated Talent Management and Leadership Development Framework enables a holistic approach to strategic talent planning to help leaders meet their business/functional objectives. RBC’s executive talent management focuses on the executive team and the high potential pools to succeed that team. The presentation will define:
• RBC’s Talent Management Philosophy
• RBC Caribbean Talent Management objectives & Programs
• An Overview of Current Successes
• Towards an Integrated Talent Management Program
• Details of RBC Enterprise and RBC Caribbean Specific Programs.
Can you hear the shift change whistle? Because today the whistle is blowing for the accounting profession. The shift change is the transfer of the retiring baby boomers to the next generation of leaders that will be taking the helm in the next few years. Except this time it is not the same as the shipyard. This time the incoming shift will require a new set of skills and tools to continue the work of the prior shift. This time it is different.
The shift change is different in five fundamental areas that are radically changing:
1. Technology - hyper-connected, mobile, social, cloud, and big data.
2. Generations - Generation gap, generation lap, and 2 for 1 (Boomers to Xers).
3. Workplace - Work is no longer a place we go, but what we do - open, collaborative, and flexible.
4. Leadership - A recent Harvard Business Publishing study found only 32% of business leaders believe that their organizations have the right leadership to achieve their strategic goals and cope with the current business environment.
5. Learning - L>C, flipped classrooms, participation and engagement are the new normal.
The cause of the shift change is the rapidly changing and complex hyper-competitive environment which has become the new normal. The key to managing this shift change is a very simple, but very big idea - develop your talent and Keep your L>C.
The winners of this shift change will be those who can keep their rate of learning greater than the rate of change and greater than their competition. This is true for the organizations as well as individuals. The secret to talent development and L>C is in the 4 C's - Competencies, Career Path, Curriculum, and Cloud Learning.
Ipsos Global Business Influencers USA 2016Ipsos UK
22nd September 2016 - Ipsos launched the new Global Business Influencers Survey (GBI) USA 2016 in New York. The GBI survey is the world’s leading study, tracking the media, business, financial, luxury and travel habits of the most senior global business executives. It runs in 16 markets – from the US, to Europe, to Asia including China.
The presentation is an introduction to the survey and its heritage, sharing some of the results from both the GBI survey and the GBI Barometer 2016.
For more information, please contact James Torr.
Project Management 101: Communication is 90% of the JobBeth Fischi, PMP
As a technical communicator or manager, you probably already have some of the skills needed for successful project management. What may be missing is a unified approach. The project management discipline, as evidenced by the Project Management Professional (PMP) certification, gives you a toolkit for important aspects of your career: considered communication and efficient planning. The discipline can help you by providing frameworks for scope, time, and cost management; quality planning; communications management; defining and controlling risks; analyzing and engaging stakeholders; and more.
This talk introduces you to the basics of the project management processes and knowledge areas and gives a brief overview of the PMP certification journey. You will come away with some best practices for dealing with common project issues that you already face. Come and get a better understanding of an area that will help you hone your career and bring greater value to your workplace.
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 .
What does the future hold for accounting students? Why chose a career as a CPA? Should you belong to professional associations? Tom Hood, CEO of the MACPA share his thoughts on the future of the CPA Profession, career opportunities and how professional associations can help protect the CPA career and position you to thrive in this dynamic rapidly changing world/
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.
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.
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.”
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.
Top 5 Ways to Get More Marketing Investment in Your CommunityAtlas Integrated
The Top Five Ways to Get More Marketing Investment in Your Community will help you understand how to best position your organization (rationale for support) for financial consideration, how to validate (measure) your marketing efforts so that prospects see their worth, how to put together a proposal to solicit funds, and how to create a holistic approach (and not miss any key steps) to a funding campaign.
Survey results, analysis, commentary and analysis from over 1000 participants of the 2008 Online Customer Engagement survey. Brought to you by Econsultancy and the cScape Customer Engagement Unit.
Full report the_global_pr_communication_model_2021_ga_corporate_excellence.02Ramkumar Singaram
The Global PR and Communication Model defines the roadmap and building blocks for the PR and Communications role, providing professionals with a toolkit that includes all the resources, capabilities and skills needed for creating organisations with solid reputations that generate trust. It has been developed based on a review of existing models and methodologies and the views of over 1,400 professionals and academics from 47 countries in 5 different regions. It aims to become the framework for the future of Communications, Reputation and the management of the most powerful intangible assets.The Model is structured around 5 strategic Building Blocks.
https://iprn.com , https://catalystpr.in
This year’s People in Financial Services conference will focus on how the right leadership and engagement tools can elevate your organizations success and performance through its HIPO talent. Learn the importance of having a strategic plan in place to attract, develop and retain HIPOs.
Focused sessions and case studies will discuss best practices in engaging and retaining high potential talent, leadership development, and cutting-edge recruitment strategies in a post-recession reality.
In addition, the summit will address key areas that affect your talent management processes such as; organizational development, branding, culture, deployment, segmenting, and strategic
business partnerships.
Elevating executive results: The c-suite’s guide to winning the war for talentAcertitude
Globalization, digital disruption, changes in workforce demographics, and shifting attitudes toward workplace engagement have created one of the most competitive and dynamic global talent markets in history. “Elevating executive results: The c-suite’s guide to winning the war for talent” identifies eight critical steps that enable companies and organizations to do a better job in finding – and keeping -- the leadership needed for sustained high performance in today’s demanding business environment.
Learning & Development - Shifting From Normal to the New NormalRoshan Thiran
In this presentation, Roshan Thiran shares his insights on how the Learning, Development and Engagement functions in organisations are changing. He also shares insights on how HR and Learning professionals can adapt to these changes by leveraging technology and being transformation focused
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 is over the horizon for the CPA Profession? What are the Top trends to Watch and the Time to Address is Now.
The MACPA's Business Learning Institute was engaged to design and develop the grassroots future forum process used by the AICPA and the MACPA to get participation and feedback from the Profession.
Starting with research by several futurists and using our i2a: Insights to Action Strategic Thinking System to engage grassroots CPAs in thinking about the future. They identified the Top Trends to Watch and implications for the future. It culminated with a re-calibration of the original CPA Vision developed in 1998.
Together with London Business School (LBS), Nordea created the Strategic Leadership Programme to empower its next-generation leaders to: think strategically about the future and about customers; align functions and strategies to the overarching Nordea Future Relationship Bank Strategy; and build trust across the whole business.
Learn more about our customised programmes: http://bit.ly/2mzsMM5
Similar to CPA Leadership in the Future - What Got You Here Won;t get You There (20)
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.
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?
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
Keynote - Thomson Reuters Synergy 2015 Conference
In this inspirational keynote, Tom will show practitioners how to explore new value-added services and position their practices for success in a rapidly changing world. He'll 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.
Tom Hood (Maryland Association of CPAs, Inc.)—Tom is passionate about three areas: leadership, learning, and technology. His recognition and awards reflect his leadership in helping CPAs "shape their future" through his work as the CEO of the Maryland Association of CPAs and the Business Learning Institute, a center for the development of leadership, strategic thinking, and collaboration skills for CPAs. In 2013, Accounting Today said about Tom, "If there is a conversation about the future of the profession, you're bound to hear Hood's name mentioned as one of the people leading the way. Hood is doing as much as anyone—and more than most- to lead public accounting forward."
CPA Practice Advisor inducted Tom into the Accounting Hall of Fame in 2015. He was named the fourth most influential leader in Accounting Today’s 2014 list of the Top 100 Most Influential People in Accounting (his tenth time on the list). LinkedIn recruited Tom as one of their Top 150 Influencers, and he was named to the Top 25 Influencers in Learning by HR Examiner.
Participant Polls from Tom Hood's sessions at the Wolters Kluwer CCH Users Conference in Las Vegas, October, 2015
Almost 200 participants attending Tom's sessions responded to a series of polls using conferences.io. The sessions were: How to Get Ready for the Fast Future and Top Trends in the CPA Profession - The Shift Change. The questions asked were generations in the audience, top challenges, top skills needed to be successful, and the top challenges facing accounting firms.
The end of the report contains two more questions - What is hard about being an accounting / finance professional?
And a brainstorm of hard trends and opportunities from our work with futurist and best-selling author, Daniel Burrus and the Anticpatory Organization: Accounting and Finance Edition www.blionline.org/ao
Are you ready for the Fast Future?
We have entered a period of exponential change. 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.
Presentation at the Wolters Kluwer CCH Users Conference in Las Vegas
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
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RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
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CPA Leadership in the Future - What Got You Here Won;t get You There
1. 'What got you here
won't get you there'
Maryland's young CPAs create
a vision of the profession's future
A report from the Maryland Association of CPAs’
2011 Leadership Academy
Maryland Association of Certified Public Accountants, Inc.
Maryland Association of CPAs 1
2. 'What got you here won't get you there': Maryland's young
CPAs create a vision of the profession's future
A report from the Maryland Association of CPAs’
2011 Leadership Academy
Table of contents
Executive summary 3
History and background 4
2011 Leadership Academy 6
The CPA profession’s bold future 8
Insights to action: Six key opportunities 9
Summary 10
Resources 11
Roster: 2011 Leadership Academy 13
Maryland Association of CPAs 2
3. Executive Summary
In an increasingly changing and complex world, today’s youngest CPAs – tomorrow’s CPA leaders – say
the profession must become more global, proactive, trustworthy, future-focused, balanced, and tech-
savvy to maintain its competitive edge.
Doing so, they say, will require a greater degree of professional unity, collaboration, crowdsourcing (that
is, relying on groups or communities of people to do jobs that have traditionally be done by individuals),
personal and professional flexibility, a mind shift from history to possibility, and a new tech-focused
mindset.
In other words, “What got you here won’t get you there.”
Those inspired words belong to Emmanuel Gobillot, author of the book Leadershift: Reinventing
Leadership for the Age of Mass Collaboration.
Gobillot’s point is simple: The only constant in our world today is change – change in economy, in
demographics, in communication and, most significantly, in technology. Our personal and professional
success will be determined by our ability to stay ahead of that change – to detect what futurist Andrew
Zolli calls “the weak signals of disruptive change” on the horizon and position our organizations to take
advantage of the opportunities those changes present.
Tell CPAs something they don’t already know.
In 1998, the CPA profession released The CPA Vision: 2011 and Beyond. It was an unprecedented
grassroots project in which the American Institute of CPAs and state CPA societies joined forces to
identify future challenges and opportunities and create a vision for the future of the profession. About
3,400 CPAs from throughout the nation volunteered a cumulative 21,456 hours of their time to the project.
Among the results is the profession’s now familiar core purpose: “CPAs … making sense of a changing
and complex world.”
CPAs reconvened in 2011 to update that vision; that work is found in CPA Horizons 2025. Released in
October 2011, the report found that CPAs remain strongly aligned with the original vision while focusing
on new trends like diversity, globalization, IFRS and mobile technologies. Steve King, a futurist with
Emergent Research and lead researcher for the 2010 report Intuit 2020: Twenty Trends That Will Shape
the Next Decade, validated the Horizons research, saying the trends identified by CPAs are impacting
every industry in every corner of corporate America.
Maryland CPAs go beyond the trends
Maryland’s young CPAs set out to take that research a step further.
In September 2011, the Maryland Association of CPAs held its inaugural Leadership Academy, a two-
and-a-half-day program in which 40 of the CPA profession’s brightest future leaders envisioned their own
future for the profession. Using the trends identified in the Vision and Horizon work as a foundation, they
offered their view of what the CPA profession of the future will look like, then told us what they will need to
get us there.
The result is a wholly unique “bold future” of the profession that goes beyond the trends and tells us
exactly how they plan to take advantage of the opportunities presented by Zolli’s “weak signals of
disruptive change.”
Maryland Association of CPAs 3
4. According to these young professionals, the future is one in which CPAs:
● are proactive, flexible, adaptive and collaborative by nature;
● have regained the trust of their clients and the public at large;
● have successfully bridged the profession’s “leadership gap” by focusing on succession planning,
personal growth, and generational cooperation;
● have created the profession’s premier global industry standards and best practices;
● have redefined the profession through work / life integration, collaboration, and a team-first
approach; and
● have earned a reputation as technological innovators.
To achieve that vision, the young leaders say the profession’s work going forward must focus on six key
opportunities:
1. Professional unity
2. Work / life integration
3. The evolving nature of leadership and new leadership models
4. Proactive, goal-focused planning
5. Networked collaboration
6. Embracing and adopting new technologies
We will explore these ideas in depth in the sections below.
History and background
1998: The Vision Project
Solidly grounded in a century of history and tradition, CPAs and their clients enjoyed spectacular success
during the boom years of the 1990s. Even as business flourished, though, the profession’s leaders
realized that “success in the present cannot be relied upon as a barometer for the future.” Change was
knocking at the door, and CPA leaders recognized the need for a comprehensive vision that would help
navigate those waves of change.
Thus was born The CPA Vision: 2011 and Beyond.
Launched in 1998, the project’s aim was hugely ambitious: Enlist the help of CPAs across the nation to
create a vision for the future of the profession. In a series of focus groups and surveys, thousands of
CPAs offered their views on the current state of the profession and what it might look like in 2011.
st
The final results presented a bold vision for 21 century CPAs. Those results included:
A vision statement: “CPAs are the trusted professionals who enable people and organizations to shape
their future. Combining insight with integrity, CPAs delivery value by communicating the total picture with
clarity and objectivity, translating complex information into critical knowledge, anticipating and creating
opportunities, and designing pathways that transform vision into reality.”
A core purpose: “CPAs … making sense of a changing and complex world.”
Maryland Association of CPAs 4
5. Core values:
● Continuing education and lifelong learning
● Competence
● Integrity
● Objectivity
● Staying attuned to broad business issues.
Core services:
● Assurance and information integrity
● Technology services
● Management consulting and performance management
● Financial planning
● International services
Core competencies:
● Communications and leadership skills
● Strategic and critical thinking skills
● A focus on the customer, client and market
● Interpretation of converging information
● Technologically adept
2011: CPA Horizons
The CPA Vision was due for a makeover in 2011, so the AICPA and state CPA societies joined forces
once again to produce CPA Horizons 2025, an update to the vision that offered a glimpse of the
profession 15 years down the road.
After 16 “future forums” in cities from coast to coast, hundreds of CPA volunteers reached a remarkable
conclusion: Thirteen years later, the original CPA Vision still held up. Most participants said the vision,
purpose, values, services and competencies are as relevant today as they were in 1998.
Predictably, though, CPAs across the nation said the trends they’ll be dealing with in the future have
changed as time has passed and complexity has increased. The top 10 trends identified during the
Horizons process were:
1. Technology as a driver of change vs. an enabler
2. Pre-certification and lifelong learning
3. A worldwide profession
4. Pride in the profession
5. The notion of CPAs as trusted attesters
6. The notion of CPAs as trusted advisors
7. Market permission
8. Marketplace changes
9. A focus on the profession’s value proposition
10. Demographic shifts
In tandem with the Horizons research, the Maryland Association of CPAs conducted its own series of
“future forums” to compare opinions in Maryland with those nationwide. Not surprisingly, the Maryland
results were strikingly similar to the national results, with one exception: Maryland CPAs include “a shift to
consumer power” as one of their top trends to watch. Interestingly, alignment with the original vision was
stronger in Maryland than nationally.
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6. The results got us thinking: What do today’s young CPAs – tomorrow’s CPA leaders – think about all of
this?
We decided to find out.
2011 MACPA Leadership Academy
The MACPA gathered its inaugural Leadership Academy class in September 2011 with one goal: Give
young CPAs the skills they will need to bridge the profession’s expected “leadership gap” – the result of
too many Baby Boomer leaders retiring and not enough Generation X or Generation Y leaders to take
their places.
The program was designed to give participants the resources they need to forge relationships and
expand their competencies, and to empower them to become leaders. The foundation of the Leadership
Academy is the i2a: Insights to Action Leadership System, a triple-track leadership development
approach focused on strategic thinking, energy-rich and resilient leadership, and positive influence across
a network, co-developed by Tom Hood of the Business Learning Institute and Gretchen Pisano of
Sounding Board Ink. Elements of this system were also used by the CPA Horizons 2025 project and are
the foundation of the “CPA Horizons Future Forum” do-it-yourself toolkit provided to CPAs nationally by
the AICPA’s PCPS and the Association for Accounting Administration.
The Academy’s leadership formula centered on three essential competencies for leading in rapidly
changing times:
● Strategic thinking: Note that this is not strategic planning. Planning for a future in flux is nearly
impossible; in times of great chaos, strategic plans become obsolete almost as soon as they have
been created. Strategic thinking, on the other hand, is the ability to think strategically all of the
time – to be nimble enough to alter your course in mid-stride to navigate an ever-changing
landscape.
● Energy-rich leadership: This competency utilizes leading-edge, evidence-based practices
emerging from the field of positive psychology to support and facilitate self-awareness, resiliency
and a strength-based approach to personal and professional leadership. In particular, the
Academy emphasizes the application of a Strength-Based Leadership theory (outlined in a
book by the same name by Tom Rath and Barry Conchie) and the integration of the theories of
positivity and well-being (by Barbara Fredrickson and Martin Seligman, respectively). Leaders
who are able to successfully integrate these concepts into their personal and professional
domains will reap the rewards by developing strategies to continuously renew themselves even in
the most difficult circumstances. Resilient leaders who are fluent in bringing their strengths and
those of the people they lead to the forefront will redefine what it means to be a leader and a
global competitor in the new reality.
● Network leadership: This is the big shift in leadership from command and control to connect and
collaborate. The best leaders today are adept at working beyond their positional power to tap the
collective genius of others within and between their organization and customers, suppliers, and
strategic partners, allowing ideas to flow and innovation to emerge. These leaders know how to
seek shared insights and have the aptitude to mobilize others to action.
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7. The goal of the Academy was to provide the theory, tools, techniques and practice field for Maryland’s
young CPAs to develop their skills, strengths and effectiveness as leaders. The curriculum included the
following:
● Introduction and familiarization with the latest research on positivity, resiliency and strength-
based approaches to personal and professional development.
● An understanding of their unique sets of character strengths, values and strength strategies, and
how they manifest in their work life and life’s work.
● Development of strategies to contribute to their resiliency over the long term -- i.e., the ability to
“bend without breaking,” despite circumstances.
● Implementation and practice with the i2a Strategic Thinking System, a methodology to facilitate
collaborative and visual strategic thinking sessions that engage participants and facilitate the flow
of ideas and innovation through a five-phase process of (1) sight, (2) insight, (3) create, (4)
communicate and (5) inspire.
● Techniques for communicating their ideas in a way that others can easily grasp, and providing
inspiration that others are interested in following.
In essence, the goal of the MACPA Leadership Academy was to equip today’s young leaders with a
forum to build professional unity, techniques to develop and sustain themselves in preparation for a
lifetime of leadership, a methodology to teach and facilitate strategic thinking, and the inspiration to
magnify their positive impact on the profession through proactive participation, commendable leadership
and collaboration in their profession, communities and personal lives.
Turning challenges into opportunities
Along the way, the program evolved into a robust discussion about the future of the profession itself. With
the Vision and Horizons work as a foundation, participants identified a few key elements that would help
define their own vision:
Current challenges that are impacting the profession: According to the young CPAs, these include
generational issues, succession planning, staff recruitment and retention, globalization, life balance,
competition, complexity, and an increased importance of legislative / regulatory advocacy.
Opportunities that arise from those changes. Interestingly, participants identified more opportunities
than challenges. Their highest-level opportunities included these:
● Leveraging technology across all areas.
● Creating a global market for U.S. firms; the move toward IFRS weighs heavily here.
● Differentiating themselves from the competition through innovative business development.
● Becoming a resource to help clients manage complexity.
● Mastering life balance, time management and flexibility to recruit and retain top talent.
● Building relationships with students as a recruitment tool.
● Building an effective mentoring plan to address succession and generational issues.
● Using networked collaboration to get CPAs engaged and involved in the future of the profession,
as well as to get buy-in / support for new ideas and innovations from all levels.
With their high-level opportunities identified, the young CPAs set their sights on the future.
Maryland Association of CPAs 7
8. The CPA profession’s bold future
With those opportunities as a backdrop, the future leaders worked together to create a shared vision of
the profession’s future, using 2023 as a target. They started with single words, then built a narrative that
identifies what they believe the profession should be, do, create, experience and have in 2023. That
narrative looks like this:
In 2023, CPAs will …
… be proactive, anticipating problems before they occur, having the foresight to see what is
happening in the global business community, then acting on what they see and following through.
… be flexible, adaptable and open-minded. They will understand the impact of current events and
be willing to change based on new information. They won’t accept the status quo, but rather will
be in a constant state of improvement and innovation. They will enable people to use their
strengths, and will utilize all available resources to create a culture that encourages new ideas.
… be trusted, solidifying their standing as the most trusted business advisor. In doing so, they will
have earned back all of the public’s goodwill that they lost during the Enron / Worldcom years.
… bridge the profession’s leadership gap by successfully developing the next generation of
leaders. They will solve the differences between generations through better communication,
mentorship and understanding.
… create a set of premier global industry standards and best practices.
… create an empowered team environment focused on knowledge exchange and two-way
communication.
… create a balanced work environment that emphasizes the passion of a career and the growth
of the whole person.
… create a professional culture that is flexible, adaptable, proactive, collaborative and future-
focused.
… encourage each CPA to seek growth opportunities and know as much about their entire
profession as possible. Their theory: A well-rounded understanding of the entire profession
makes one a better leader.
… be at the forefront of technological advancement, both as earlier adopters who easily embrace
changing technology and as technological advisors to clients who are struggling to stay current.
… have a positive personal and professional impact on their communities.
A bold future, indeed. With that vision in hand, the question for Leadership Academy participants then
became: “How do we get there? How do we move those powerful insights to action?”
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9. Insights to action: Six key opportunities
The answer was found in their final step: Organizing their vision for the profession’s bold future around
high-leverage opportunities.
In fact, those opportunities are the answer: If tomorrow’s CPA leaders focus on these key opportunities,
their vision of the future will be within reach.
Those opportunities are:
1. Professional unity: Working together as one profession to maintain their integrity and the public
trust. They are no longer tax preparers or auditors or CFOs or staff accountants – they are CPAs.
That unity becomes increasingly important as borders fade and globalization takes hold.
2. Work / life integration: It is most often referred to as “work-life balance,” as if work and life are
separate entities. Work is part of our lives, and the sooner we accept that and adjust accordingly,
the better off we’ll be. With that as a starting point, tomorrow’s leaders must understand that
“balance” means different things to different people; one size doesn’t fit all. As long as the work
gets done and the clients are happy, letting people find their own balance will be a key to
recruiting and retaining talented staff. If that means moving away from the rigidity of the billable
hour and embracing value billing, so be it. Life balance may eventually become part of the review
process. Appraisals may place more emphasis on the growth of the entire person – personal and
professional – and focus less on traditional on-the-job metrics.
3. The evolving nature of leadership: The advent of social media and the massive rate of change
and complexity have forced leaders to evolve. Tomorrow’s CPAs will lead not by traditional
command-and-control methods but by connecting and collaborating. “Participative management”
will be the norm because, in times of great change and complexity, “we” are smarter than “me.”
Leaders who successfully tap the hearts, smarts and ingenuity of their people for ideas and
inspiration will stand head and shoulders above the rest. At the same time, tomorrow’s leaders
must inspire their people to action and make them feel, in Emmanuel Gobillot’s words, “stronger
and more capable.” That, in turn, will breed the next generation of leaders to carry the torch.
4. Proactive, goal-focused planning: Accounting is often a reactive profession. Its very nature
means CPAs are often entrenched in the past, dealing with historical data and events. When
you’re looking behind you that often, it’s sometimes difficult to look ahead. But that’s exactly what
tomorrow’s leaders must do to thrive. Remember Andrew Zolli’s warning: The reason most
leaders fail is that they fail to detect the weak signals of disruptive change on the horizon.
Identifying trends before they become challenges will be a huge leadership advantage going
forward. It also will be a vital part of staff development and succession planning. Forging
relationships with students before they enter the profession will give leaders a major recruiting
advantage over their competition.
5. Networked collaboration: Nobody goes it alone these days. They can’t afford to. It goes back to
the notion of collaboration. In an age when complexity rules the day, none of us has all of the
answers. More and more, we will need to turn to our networks for help. Not only will tomorrow’s
CPA leaders be more active participants in their personal and professional associations, they will
encourage their employees to participate as well. Social media will help us expand our networks
and knowledge exponentially, and in an age of crowdsourcing, that is hugely important. But old-
school social networking – the face-to-face learning opportunities that we have nurtured for
centuries – will enjoy a renaissance as more people turn to their networks for information and
advice.
Maryland Association of CPAs 9
10. 6. Embracing and adopting new technologies: Let’s face it: CPAs are notoriously late adopters.
In an age of extraordinary technological evolution, that will have to change. Tomorrow’s CPA
leaders will position themselves at the front of the technology train, embracing new technologies
to give their organizations a competitive advantage and becoming indispensable technology
advisors to their clients at the same time.
Summary
The 2010 IBM Global Chief Human Resource Officers study sums up our thoughts nicely.
“Opportunities to penetrate new markets and develop new offerings will drive future workforce
investment, regardless of region. However, while businesses have traditionally managed their
workforces with an eye toward operational efficiency, they have not necessarily done so with the
creativity, flexibility and speed to capitalize on the growth opportunities that spring from an ever-
more dynamic global marketplace. Nurturing these capabilities will require organizations to focus
on cultivating creative leaders, mobilizing their workforces for speed and flexibility, and
capitalizing on collective intelligence — things they admittedly have not done well in the past.”
So do these thoughts from Tom Hood and Gretchen Pisano, co-authors of the Insights to Action
Leadership System that was used during the i2a Leadership Academy.
“It is hard to plan for the long-term future when you don’t know what is going to happen five
minutes from now. Today, a competitive edge based solely on material advantage is thin and
temporary; the edge quickly becomes the margin. The ability to define the edge, and the ultimate
competitive advantage, is found in the smarts, heart and ingenuity of your people. That’s your
powerhouse. Tap that, train it, focus it and mobilize it; now you’ve engaged a network and
inspired a sustainable shift.
“Insight to action -- one without the other is either useless or destructive.”
Or, to repeat our thoughts from the Executive Summary: In an increasingly changing and complex world,
today’s youngest CPAs – tomorrow’s CPA leaders – say the profession must become more global,
proactive, trustworthy, future-focused, balanced, and tech-savvy to maintain its competitive edge.
Doing so, they say, will require a greater degree of professional unity, collaboration, crowdsourcing,
personal and professional flexibility, a mind shift from history to possibility, and a new tech-focused
mindset.
Piece o’ cake, right?
It will be if CPAs embrace the notion of strategic thinking – of being flexible enough to alter today’s plan to
embrace tomorrow’s trends.
The MACPA’s 2011 Leadership Academy participants learned how to do just that. If they can pass that
skill on to the next generation of CPA leaders, along with the sense of urgency to “pay it forward,” the
future of the profession is bright, indeed.
Maryland Association of CPAs 10
11. Resources
The system
The Business Learning Institute’s i2a: Insights to Action Leadership System is an integrated suite of tools
and practices available in several options to be customized for your organization or firm. It is being used
nationally by the AICPA and several state CPA societies:
● i2a: Future Forums: http://www.bizlearning.net/live/i2afutureforums%20
● i2a Strategic Planning: http://www.bizlearning.net/live/i2astrategicplanning%20
● i2a: Leadership Academy: http://www/bizlearning.net/live/i2aleadership%20
The vision projects / future thinking
CPA Horizons 2025
www.cpahorizons2025.com
The CPA Vision: 2011 and Beyond
http://j.mp/nBEHVr
2011 MACPA Leadership Academy
http://j.mp/pjWjki
Intuit 2020: Twenty Trends That Will Shape The Next Decade
http://about.intuit.com/futureofsmallbusiness/
Business in 2020: A decade in demographics
http://j.mp/qjBUdn
Business in 2020: All social, all the time
http://j.mp/nwzINh
Business in 2020: Economic scarcity … and abundance
http://j.mp/nAPUHW
Business in 2020: A tech-driven world
http://j.mp/rteVwj
From the thought leaders
“Leadership is dead. Long live leadership,” an MACPA video interview with author Emmanuel Gobillot
http://j.mp/pXv63k
Leadershift: Reinventing Leadership in the Age of Mass Collaboration, by Emmanuel Gobillot
http://j.mp/r7h5le
“Innovation is everyone’s business,” a CPA Success blog post featuring futurist Andrew Zolli
http://j.mp/ntMYzI
2010 IBM Global Chief Human Resource Officers study
http://j.mp/nZdApE
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12. Resources
CPA Success blog posts
What’s over the Horizon for CPAs?
http://j.mp/p6GTFZ
Not all millennials are created equal. Here’s proof
http://j.mp/qXtMm8
Leaders don’t guess. They turn insights to action
http://j.mp/qThjzH
Change is constant. Action is not negotiable.
http://j.mp/qaw4Hk
What do young professionals want?
http://j.mp/r87rT2
Things will never be the same. Thank God.
http://j.mp/mZIgjA
The times, they are … progressing
http://j.mp/nAidrH
Maryland Association of CPAs 12
13. Roster: 2011 MACPA Leadership Academy
Name Organization
Amber N. Askew, CPA Clifton Gunderson LLP
Jennifer L. Auman, CPA Reznick Group
Erin E. Baldwin, CPA Reznick Group
Brian E. Bender, CPA Reznick Group
Christopher D. Benson, CPA L.K. Benson & Company, P.C.
Ryan Bobby Clifton Gunderson LLP
Samantha A. Bowling, CPA Garbelman, Winslow, Benish, Deck, Grannell & Ewaski
Megan E. Brodie, CPA Grant Thornton, LLP
Rebecca Buker DeLeon & Stang, CPAs
Jovi B. Burgess, CPA Invotex Group
William R. Clayton II Clifton Gunderson LLP
David A. Crisp, CPA Weyrich, Cronin & Sorra, Chartered
Megan Degroat, CPA SC&H Group
Brett Friedman DeLeon & Stang, CPAs
Anneke Gibson Reznick Group
Peter D. Gilroy-Scott Arthur F. Bell, Jr. & Associates, LLC
Brandon Gretz, CPA SC&H Group
Sharon B. Gubinsky, CPA Santos, Postal & Co., P.C.
Evan Hacker, CPA Montgomery Housing Partnership
Jennie K. Hammett, CPA Gorfine, Schiller & Gardyn P.A.
Kristin N. Hucht, CPA Katz, Abosch, Windesheim, Gershman & Freedman, P.A.
Chad R. Lawyer, CPA Ours, Lawyer, Lewis & Company, PLLC
Brett P. Leffler, CPA Reznick Group
Ting X. Li, CPA Reznick Group
Brenda L. Little, CPA Mosaic Community Services Inc.
Karin L. Lundquist, CPA Reznick Group
Brian R. Marconi, CPA Reznick Group
Scott T. Mattingly, CPA, CFP Katz, Abosch, Windesheim, Gershman & Freedman, P.A.
Craig B. McCullough Councilor, Buchanan & Mitchell, P.C.
S. Aaron Michael, CPA Arthur F. Bell, Jr. & Associates, LLC
Kelli L. Miller, CPA Weyrich, Cronin & Sorra, Chartered
Aleksandra Philbin New Vision CPA Group
Norma K. Richmond, CPA Arthur F. Bell, Jr. & Associates, LLC
Matthew H. Rothstein, CPA Rosen, Sapperstein & Friedlander, Chartered
Brian Seiberling Smith Elliott Kearns & Co.
Matt Senkowski Arthur F. Bell, Jr. & Associates, LLC
Brian J. Shepley, CPA Mister, Burton, Palmisano & French
Renata Sidelnikova Gary R. Bozel & Associates, P.A.
Josh A. Sutherland, CPA Katz, Abosch, Windesheim, Gershman & Freedman, P.A.
Amy L. Thompson, CPA Arthur F. Bell Jr. & Associates, LLC
Facilitators
Tom Hood, CPA Maryland Association of CPAs
Gretchen Pisano Sounding Board Ink
MACPA staff
Jackie Brown Deputy Executive Director
Bill Sheridan Editor
Amy Stumme Executive Assistant
Maryland Association of CPAs 13