The real danger is not in failure but mediocrity. What separates the best firms from the average firms? What are the critical success factors used in the largest CPA firms that can make even the small firm thrive in this chaotic environment? You will learn about the five R's ROA (return on attention), ROL (learning), ROC (culture) and ROI, ROP (Return on People) and how you can apply them to your firm.
This is preso on High Performance CPA Firms presented on Nov 5 & 6, 2012 at the CCH User Conference
Motivating Your Team to Be Visionary and Innovative - Daniel Lindh, Presbyter...marcus evans Network
Daniel Lindh, Presbyterian Homes and Services - Speaker at the marcus evans Long-Term Care CXO Summit held in Los Angeles, CA January 28-29, 2013, delivered his presentation entitled Motivating Your Team to Be Visionary and Innovative
Motivating Your Team to Be Visionary and Innovative - Daniel Lindh, Presbyter...marcus evans Network
Daniel Lindh, Presbyterian Homes and Services - Speaker at the marcus evans Long-Term Care CXO Summit held in Los Angeles, CA January 28-29, 2013, delivered his presentation entitled Motivating Your Team to Be Visionary and Innovative
Session for MACPA's Beach Retreat on July 6, 2012. The 5 C's (seas) Change, Complexity, Compliance, Convergence, and Competition. We covered the latest trends in social business and what it means from a leadership and change management perspective.
Aligning corporate strategy with the project portfolio mien.pptxColumbus Brown
In this presentation you will learn how to ensure the project portfolio is aligned to the corporate strategy, how to make decisions about which projects to execute, and how to manage changes to the portfolio when the inevitable changes happen. Objectives: • How to manage change to the project portfolio • Process for aligning project portfolio to strategy • Making decisions on which projects to execute
Learning Objectives
• How to manage change to the project portfolio
• Process for aligning project portfolio to strategy
• Making decisions on which projects to execute
Leadership & the New / Young CPA Professional at the Maryland CPA Summit. A forum for NYPNs to collaborate and express their top issues hosted by the Mar
3 Steps to Lead Transformational Change Within Your OrganizationSococo
This presentation is part of the Virtual Life Webinar Series, focusing on building a community of distributed workers and addressing common topics we all face.
The panelist in this webinar is Robert Heinzman from Growth River. It is moderated by Mandy Ross, Director of Social and Content Marketing at Sococo.
Maryland Association of CPAs special edition town hall / Professional Issues Update for Business, Industry, Education, Government & NFP CPAs. Delivered to 200+ CFOs, Controllers, CPA Decision-makers on March 21, 2012 in Timonium, Maryland.
Leaderonomics SME CEO Conference 2017 - Growing & Scaling your Business to Gr...Roshan Thiran
These are the slides presented by Roshan Thiran, CEO of Leaderonomics at the SME CEO Conference 2017. He shares 4 constraints that are affecting your business and need to be addressed to grow and scale your business. For more information on the Leadership Dojo programme, which Roshan personally programme manages, email info@leaderonomics.com
To follow Roshan on Twitter (@lepaker) and Facebook, go to: www.facebook.com/roshanthiran.leaderonomics
The Networked Organization - The New Foundation for High-PerformancePolly Pearson
Everything about work is changing in the 21st Century. Global businesses are facing the biggest transformation of workforce and productivity management since 1850, at the dawn of command and control as the norm for managing organizations.
This presentation shares why such transformation happening, and case study examples of success, including a sample deployment timeline.
Recent research suggests we are entering the end of sustainable competitive advantage. The key to success in turbulent times comes from several key areas like, strategy as process, understanding the dynamics of change, keeping your L>C, and leveraging technology. In this all new session, Tom will cover the latest ways to find your edge. He will also feature a mini-session on Communications led by Dana Rubenstein, esq and the latest personal technologies to keep your L>C. You will learn about the five R's ROA (return on attention), ROL (learning), ROC (culture) and ROI, ROP (Return on People) and how you can apply them to your firm. You will also learn how vision and strategy are used to maintain a competitive edge and engage your people to give you their best.
There are many companies and professionals that seem to make Enterprise Architecture some sort unnecessarily complicated black art, but in reality it's actually quite simple at its core. Here's a methodology I developed that approaches EA with a simpler approach.
The 75% Challenge - Capgemini and WooBoardBen Gilchriest
Digital Transformation
Companies across sectors in Australia have begun to look to ‘digital transformation’ to improve business performance or reach. Getting this right is important; the companies that do outperforming their peers in every industry that we have studied. However, few firms have yet to truly capturing the benefits of digital transformation.
Digital transformation is the ultimate change management challenge as it impacts every aspect of an enterprise. From the fundamentals of the business model through to how daily tasks are performed. People are at the centre of this. However, it still remains a real challenge with over two thirds of companies stating that culture is a bottleneck for digital transformation. How do you overcome the 75% challenge?
Status Quo or Status Whoa? with Brad Utterback, an ITSM Academy WebinarITSM Academy, Inc.
Presenter: Brad Utterback, ITSM Consultant and Trainer
Whoa is often used to "stop" motion. But it is also an idiom for something that causes us to pay attention. For example, something that's new, creative and a game changer for the business. Continual Service Improvement is a set of best practices that can help you move off the " status quo" and on to the "status WHOA" by ensuring the service organization grows and changes with the business and ensuring your people are enabled to innovate and create new ways of being effective and efficient.
Please join us as we explore in more detail the benefits of Continual Service Improvement.
Professional Issues Update by Jim Metzler (AICPA) & Tom Hood (MACPA) to the AICPA / State CPA Society Communications FOOD group.
Something is different this time or what got you here won't get you there. Setting the context with the CPA Horizons 2025 Research, Tom & Jim present the latest trends and issues facing the CPA Profession covering things like Integrated Reporting, sustainability, XBRL, social media and their impact of CPAs in firms and in Business Industry, Government & NFPs.
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.
Session for MACPA's Beach Retreat on July 6, 2012. The 5 C's (seas) Change, Complexity, Compliance, Convergence, and Competition. We covered the latest trends in social business and what it means from a leadership and change management perspective.
Aligning corporate strategy with the project portfolio mien.pptxColumbus Brown
In this presentation you will learn how to ensure the project portfolio is aligned to the corporate strategy, how to make decisions about which projects to execute, and how to manage changes to the portfolio when the inevitable changes happen. Objectives: • How to manage change to the project portfolio • Process for aligning project portfolio to strategy • Making decisions on which projects to execute
Learning Objectives
• How to manage change to the project portfolio
• Process for aligning project portfolio to strategy
• Making decisions on which projects to execute
Leadership & the New / Young CPA Professional at the Maryland CPA Summit. A forum for NYPNs to collaborate and express their top issues hosted by the Mar
3 Steps to Lead Transformational Change Within Your OrganizationSococo
This presentation is part of the Virtual Life Webinar Series, focusing on building a community of distributed workers and addressing common topics we all face.
The panelist in this webinar is Robert Heinzman from Growth River. It is moderated by Mandy Ross, Director of Social and Content Marketing at Sococo.
Maryland Association of CPAs special edition town hall / Professional Issues Update for Business, Industry, Education, Government & NFP CPAs. Delivered to 200+ CFOs, Controllers, CPA Decision-makers on March 21, 2012 in Timonium, Maryland.
Leaderonomics SME CEO Conference 2017 - Growing & Scaling your Business to Gr...Roshan Thiran
These are the slides presented by Roshan Thiran, CEO of Leaderonomics at the SME CEO Conference 2017. He shares 4 constraints that are affecting your business and need to be addressed to grow and scale your business. For more information on the Leadership Dojo programme, which Roshan personally programme manages, email info@leaderonomics.com
To follow Roshan on Twitter (@lepaker) and Facebook, go to: www.facebook.com/roshanthiran.leaderonomics
The Networked Organization - The New Foundation for High-PerformancePolly Pearson
Everything about work is changing in the 21st Century. Global businesses are facing the biggest transformation of workforce and productivity management since 1850, at the dawn of command and control as the norm for managing organizations.
This presentation shares why such transformation happening, and case study examples of success, including a sample deployment timeline.
Recent research suggests we are entering the end of sustainable competitive advantage. The key to success in turbulent times comes from several key areas like, strategy as process, understanding the dynamics of change, keeping your L>C, and leveraging technology. In this all new session, Tom will cover the latest ways to find your edge. He will also feature a mini-session on Communications led by Dana Rubenstein, esq and the latest personal technologies to keep your L>C. You will learn about the five R's ROA (return on attention), ROL (learning), ROC (culture) and ROI, ROP (Return on People) and how you can apply them to your firm. You will also learn how vision and strategy are used to maintain a competitive edge and engage your people to give you their best.
There are many companies and professionals that seem to make Enterprise Architecture some sort unnecessarily complicated black art, but in reality it's actually quite simple at its core. Here's a methodology I developed that approaches EA with a simpler approach.
The 75% Challenge - Capgemini and WooBoardBen Gilchriest
Digital Transformation
Companies across sectors in Australia have begun to look to ‘digital transformation’ to improve business performance or reach. Getting this right is important; the companies that do outperforming their peers in every industry that we have studied. However, few firms have yet to truly capturing the benefits of digital transformation.
Digital transformation is the ultimate change management challenge as it impacts every aspect of an enterprise. From the fundamentals of the business model through to how daily tasks are performed. People are at the centre of this. However, it still remains a real challenge with over two thirds of companies stating that culture is a bottleneck for digital transformation. How do you overcome the 75% challenge?
Status Quo or Status Whoa? with Brad Utterback, an ITSM Academy WebinarITSM Academy, Inc.
Presenter: Brad Utterback, ITSM Consultant and Trainer
Whoa is often used to "stop" motion. But it is also an idiom for something that causes us to pay attention. For example, something that's new, creative and a game changer for the business. Continual Service Improvement is a set of best practices that can help you move off the " status quo" and on to the "status WHOA" by ensuring the service organization grows and changes with the business and ensuring your people are enabled to innovate and create new ways of being effective and efficient.
Please join us as we explore in more detail the benefits of Continual Service Improvement.
Professional Issues Update by Jim Metzler (AICPA) & Tom Hood (MACPA) to the AICPA / State CPA Society Communications FOOD group.
Something is different this time or what got you here won't get you there. Setting the context with the CPA Horizons 2025 Research, Tom & Jim present the latest trends and issues facing the CPA Profession covering things like Integrated Reporting, sustainability, XBRL, social media and their impact of CPAs in firms and in Business Industry, Government & NFPs.
Similar to High Performance CPA Firms - CCHUC12 (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.
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
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 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.
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.
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
4. Respond to a Poll
Ask a Question
Vote up a Question
5.
6.
7.
8.
9.
10.
11. What’s your biggest challenge?
Operating as a shared vision firm versus as a shared services firm.
Operating as a one-firm mentality. Most just do not get get it!
Getting everyone on the same page.
We are in a mature market so the biggest challenge is continuing to grow in this market and expanding into complimentary
markets
Staffing, net billing per charge hour
Finding and hiring top talent
Growing top line revenue.
Finding and keeping young talent.
Motivating staff
Achieving a unified strategy among the partner group.
Pricing
Maintaining a work/life balance.
getting all on the same page
We have several partners. We all agree on a vision for our firm, we just can't agree on how to get there. We can't seem to jump
start the process.
Effiency teaching staff analytical thinking
Identification and Development of the next generation of leaders
Moving from a silo practice to one firm mentality.
Upcoming partner retirements, some greed by old group on buy out, some lack of commitment by the new group. Too much self
interest, not enough "best interests of the company" thinking.
Growth
So if you don't have the commitment from the owner group to spend the time (retirement etc). Do you just blow the whole
thing up before wasting your own valuable time ?
Growth, expanding niches
Finding and keeping young talent that are eager to advance within the company
Finding time to be strategic. Too much time working in the business and not on the business.
Qualified staff
Senior/founding partner is retiring in a year. Challenge to keep his client base in firm
Significant amount of growth and the decision makers were good at running a small to medium firm. However we are moving to
become a large firm, and they don't know how to operate as such.
Making a plan.
Not having our work product look like a commodity.
All of the above
Changing partner behavior to align with strategy
19. The Three Barriers to Growth
1. Need for Executive Team to grow in
their abilities to delegate & predict
(connect & collaborate)
2. Need for systems and structures to
handle complexity that comes with
growth
3. Need to navigate the increasingly
tricky market dynamics of a larger,
rapidly changing marketplace
Source: Verne Harnish - Author of Mastering the Rockefeller Habits
21. A tale of two firms
• One founded in
1921
• One founded in
1977
• One has 967 staff &
$202 million in
Revenue
• One is Top 20 and
the other is no
longer in existence
www.bizlearning.net
24. CCH
Future
Ready
Research
-‐
2011
Being Future Ready Relies On:
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Restart your computer, and then open the file again. If the red x still appears, you may have to delete the image and then insert it again.
Foundation of best practices
And
Processes, business management,
people and solutions that are
adaptive to change
27. The Guru on Firms
“Those people talk about having a strategy
with a longer-term view, but the operational
reality is vastly different. They want the
money right now. In practice, cash is
everything…
What's missing are whole firms that are
built on discipline and strategy.”
David Maister - FastCompany
29. Return on Investment
Cri;cal
Areas
Investment
Return
People
2%
20%
Processes
2%
15%
Organiza3on
Structure
2%
10%
Culture
1%
20%
Leadership
1%
10%
Informa3on
10%
15%
Technology
82%
10%
Source:
Informa3on
Masters
–
Secrets
of
the
Customer
Race
by
John
McKean
www.bizlearning.net
30. The 5 questions you must answer
• Who are we & why do we
exist?
• Where are we going?
• How are we going to get there?
• How is our progress?
• What happens when things
change?
www.bizlearning.net
31. Lessons from the Built to Last:
1. Clock Building, Not Time Telling
2. Embrace the Genius of “AND”
3. Preserve the Core & Stimulate
Progress
4. Seek consistent alignment
Source: Built to Last – Jerry Porras & Jim Collins
32. High
Performance
Organiza3ons
–
Strategic
&
Systema3c
Why
Reassess
Why we do & Renew
what we do.
Purpose &
Critical What did we learn? How
is the world changing?
Values
Turning
Point
The
Where are Bounce
Link &
we going
Leverage
Our envisioned future. How are our day to
What do we want to be, day activities
do, create, experience,
connected to our
and have?
purpose & strategy
How are
we going to
get there
Our strategic
Initiatives and priorities
Copyright 2012 – Business Learning Institute
33. Start with why?
People don’t
buy what
you do, they
buy why you
do it!
www.bizlearning.net
34. Lessons from Steve Jobs
Steve
Jobs
returns
to
Apple
aSer
being
away
for
13
years
on
Jan
8,
1999,
$1
billion
in
red.
www.bizlearning.net
37. Turn the Flywheel with Alignment
“Alignment is a mode of belonging
that is not confined to mutual
engagement. The process of
alignment bridges time & space to
form broader enterprises so that
participants become connected
through the coordination of their
Alignment focuses on the energies, actions, and practices.
future and builds trust.
Alignment is about getting Through alignment, we become part
their discretionary effort. of something big because we do
what it takes to play our part."
- Etienne Wenger
Communities of Practice
www.bizlearning.net
38. Why executives should care about
Employee Engagement
Gallup studies proved that corporations with higher
engagement levels generated:
• 27% higher profits
• 50% higher sales
• 50% higher customer loyalty
• 38% above average productivity
“Employee Engagement is an outcome-based concept.
It is the term which is used to describe the degree to which
employees can be ascribed as aligned and committed to their
organization such that they are at the most productive.”
-The International School of Human Capital Management
www.bizlearning.net
41. Strategic Thinking – not episodic strategic planning
What happens when
things are changing
fast?
www.bizlearning.net
42. The Cameron Paradox
The
faster
things
change,
the
more
important
it
is
to
look
Kim
Cameron
-‐
Associate
Dean,
Execu9ve
Educa9on,
the
Ross
School
at
University
of
Michigan
ahead.
www.bizlearning.net
43. What CPAs think about the future
30 Future Forums
1,000 CPAs
Identified these top trends
http://www.bizlearning.net/live/i2afutureforums
45. i2a Process Map for Accelerated Strategic Growth
What do Develop
So what? Imagine the Share with
I know? Firm-wide
possibilities
Seek the
insight past the others and
Find the edges of
Strategies
what you know and
expand them.
obvious. and create your
desired future.
Inspire to
action
FIRM LEVEL
OFFICE & INDUSTRY/SERVICE GROUP LEVEL
INSURE YOUR STRATEGIC
CHOICES AND DIRECTION BY EC = Executive Committee
COLLECTIVELY CONSIDERING OMP = Office Managing Partners
YOUR PAST, PRESENT
GL – Group Leaders
PTR = All Partners
AND FUTURE CONTEXTS
MGR = Managers
S&A = Staff and Admin
ANNUALLY.
IMPLEMENTATION OF STRATEGIC PLAN
www.bizlearning.net
46. Feedback From a Session
250 partners of a top 15 firm
www.bizlearning.net
47. Can you pivot?
Pivot =
A Change
in
STRATEGY
without a
change in
VISION
Eric
Ries
–
author
of
the
Lean
Startup
www.bizlearning.net
48. Training as a Competitive Edge
In a world of unrelenting change, about the only
sustainable advantage is learning. Competitors can copy
your products, duplicate your technology, and replicate
your processes, but as long as your organization is
learning faster than theirs, you will always remain ahead.”
David Garvin – Harvard Professor
49. Find your Edge
In a period of rapid
change and increasing
complexity, the winners
are going to be the people
who can learn faster than
the rate of change and
faster than your
competition.
- Tom Hood, CPA,
CITP,CGMA
CEO of the MACPA & the
Business Learning
Institute
49
50. Superior Talent Generates
Results"
& Superior Learning Strategy
Generates Superior Talent
ü 26% higher revenue per employee
ü 40% lower turnover among high
performers and 17% overall
ü 29% higher level of engagement
ü 36% higher readiness in leadership
and management
50
ROP = Return on People
51. What today’s workers want
• Engage
your
top
performers
• Coach
tomorrow’s
leaders
• Manage
your
Millennials
Think AMP
• Autonomy
• Mastery
• Purpose
52. Benefits to
organizations
Training and
development is the
most highly valued
employee benefit. The
number choosing
training and PWC Report - Managing tomorrow's
development as their people: Millennials at work: Perspectives
from a new generation
first choice of benefit is
three times higher than
those who chose cash
bonuses.
52
54. Customized to meet your
firm Competencies and
aligned with your strategy
www.macpa.org
55. Training aligned to strategy creates employee
engagement
Gallup studies proved that corporations with higher
engagement levels generated:
• 27% higher profits
• 50% higher sales
• 50% higher customer loyalty
• 38% above average productivity
“Employee Engagement is an outcome-based concept.
It is the term which is used to describe the degree to which
employees can be ascribed as aligned and committed to their
organization such that they are at the most productive.”
-The International School of Human Capital Management
www.bizlearning.net
56. How do you tip the odds in your favor?
Strategy as Process
using a simple framework that
can be repeated
And cascaded
throughout your
organization • Engagement
• Alignment
• Commitment
Rocket fuel • Accountability
for strategy
www.bizlearning.net
57. Cascading Alignment throughout the
organization creates Commitment
Cascading by understanding
the top level goals
and linking the
next level down
through the
organization
Firm-‐wide
Sample alignment
Regional
&
Prac3ce
Levels
worksheet from
MACPA
Office
Level
Individuals
Align
Their
Goals
to
the
Firm
www.bizlearning.net
58. The Opportunity – Be the House
• 15 X – ROI on Strategy as Process &
Alignment (Jim Collins – Built to Last)
• 8 X – Engagement & Trust (Gallup)
• 10X – Return on Leadership (Information Masters)
• 20 X – Return on Culture (Information Masters)
• 3 X - Return on Positivity (Dr. Barbara Frederickson)
“In order to buy-in, I have to weigh in.” – Pat Lencioni
www.bizlearning.net
59. What can you do to boost your odds?
Tipping
point
which
way
will
they
go?
This is your
risk point!
Inner Circle Informed Pragmatists Skeptics No-Nos
Bought-in Leaders I’ll wait & see Prove it to me I don’t like this
I support it
www.bizlearning.net
60. Where do you start?
• Identifying & Correcting Misalignments
• If this is our purpose and values and these are
our strategies, what are the obstacles that get in
our way?
• Creating new Alignments
• What mechanisms do you have that reinforce
your most important initiatives?
• Granite Rock – short pay
• Onboarding?
• Innovating?
www.bizlearning.net
61. Where do you start?
• Build on Strengths
• Seek High Leverage
Opportunities
• Involve your whole firm
• Leverage Technology
www.bizlearning.net
62. It is more important to have your team:
• Thinking strategically than having a strategic plan.
• Understanding the direction and foundation (vision, values
& strategic intent) of the firm than having a detailed
five-year plan.
• Engaging in the firm’s future as a whole organization, not
just the partners.
• Aligning and on the same page than working
independently in their own silos.
• Engaging and participating than being idle observers.
• Focusing on the future than questioning the past.
You need a framework that allows you to engage and align your firm and
engage your people in the meaningful work of your organization. This
increases buy-in and discretionary effort that
defines high performing organizations.
www.bizlearning.net
63. • When it comes to retention, employees
are telling us that leadership matters:
• A workforce is far more engaged and
committed when it trusts its leadership,
receives clear communications about
corporate strategy, and believes its leaders
have the ability to execute on that strategy. In
other words, employee retention is not simply
an HR function; it should be driven by
business leaders.
www.bizlearning.net
64. Setting context & defining reality
The
four
most
important
words
for
organiza3ons
are,
“what
do
you
think?”
-‐
Tom
Peters
65. We often attribute success, or lack thereof, to inanimate
objects like systems, processes, infrastructure, and strategic
plans. The reality, however, is that nothing NEW happens
unless we set in motion.
We must put our shoulder to the flywheel of positive change
and use our network to exponentially increase our impact.
This is leadership in the new normal!
66. Tom
Hood,
CPA.CITP
CEO
Maryland
Associa;on
of
CPAs
Business
Learning
Ins;tute
(443)
632-‐2301
E-‐mail
tom@macpa.org
Web
hUp://www.macpa.org
Blog
hUp://www.cpasuccess.com
hUp://www,bizlearningblog.com
67.
www.cpasuccess.com
www.bizlearningblog.com
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me
on:
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