This document discusses how high-performing firms can achieve growth through developing a winning culture. It covers several topics:
1. Leadership - The next generation of CPA leaders will be proactive, collaborative, and focus on succession planning and generational cooperation. They will redefine the profession through work/life integration and technological innovation.
2. Learning - Firms should take an approach focused on identifying competencies, career paths, curriculum, and cloud learning to develop the right skills in their talent.
3. Technology - Firms must be technologically innovative and present to win in today's environment where clients expect mobility and accessibility.
4. Generations - Firms need to build on strengths across
High Performing Firms-Growth Through A Winning Culture and Thriving in the Shift Change
1. High-Performing Firms-Growth
Through a Winning Culture
Thriving in the Shift Change
@tomhood
Tom Hood, CPA, CITP, CGMA
CEO
Maryland Association of CPAs
Business Learning Institute
2. Tom Hood, CPA, CITP, CGMA
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.
â Accounting Today
!
CEO
Maryland Association of CPAs
(MACPA) www.macpa.org
Business Learning Institute
(BLI) www.blionline.org
!
!
!
!
Named the Second Most Influential in Accounting
by Accounting Today Magazine 2013
Top 150 Influencer by Linked-In
Top 25 Influencers in Learning & HR by HR
Examiner
Top 25 Public Accounting Thought Leaders by
CPA Practice Adviser
Working on Learning Management with AICPA/
CPA2Biz, Cloud Curriculum, Performance
Management /XBRL, Leadership & Generations
http://www.linkedin.com/in/tomhood/
11. The Next Gen CPA LeadersâŚ
1.âŻ
2.âŻ
3.âŻ
4.âŻ
5.âŻ
are proactive, ďŹexible, adaptive and collaborative by nature;
have regained the trust of their clients and the public at large;
have successfully bridged the professionâs âleadership gapâ by
focusing on succession planning, personal growth, and
generational cooperation;
have created the professionâs premier global industry
standards and best practices;
have redeďŹned the profession through work / life integration,
collaboration, and a team-ďŹrst approach; and
6.âŻ
have earned a reputation as technological innovators.
12. How?
1. Professional unity
From:
To:
2. Work / life integration
Hierarchy
Network
Relationships
3. The evolving nature of Transactions
EfďŹcient
Effective
Well managed
Well led
leadership and new
Command & Control
Connect &
leadership models
Collaborate
Pull
4. Proactive, goal-focused Push
Good
Great
planning
5. Networked collaboration
6. Embracing and adopting
new technologies
17. Our approach â The Four Câs
â˘âŻ Identify Competencies
â˘âŻ Career Path (Ladder)
â˘âŻ Curriculum
â˘âŻ Cloud Learning
The right talent with the right skills at the right time
www.blionline.org
20. T
Â
Curriculum design by BLI and
AICPA using Top 5 Competencies
for future from CPA Horizons
research and job levels from the
BLI âBounceâ Model. Leadership
and Communications were
combined and the 5th category
expanded to include practice
specialties for ďŹrms and functional
areas for corporate.
Examples would include:
Corporate Accounting, FP&A,
divisional reporting, shared
services, etc.
CPA Firms would have audit, tax,
industry specialties.
These technical areas would have
speciďŹc curriculums designed to
meet their speciďŹc technical
competency needs.
21. Learning as a Platform
âIf we could help learners manage their learning, I speculate that there
would be as much as a 500 percent increase in beneďŹtsâŚâ
- Patricia McLagan â ASTD Magazine
www.blionline.org
22. CloudLearning
"We see this system as a key recruitment and retention
tool, allowing us to offer our people many of the things
that the largest ďŹrms do - competencyâbased curriculum,
career paths, and just-in-time learning, and our own
custom D&S learning center. "
"
"
"!
"- Allen DeLeon, Managing Partner!
33. Jody
 Padar
Â
Essen%als
Â
1.âŻ
2.âŻ
3.âŻ
4.âŻ
5.âŻ
All
 cloud,
 all
 the
 ,me.
Â
Technology
Â
Mobility
Â
An
 open
 mind
Â
CoďŹee!
Â
Jason
 Blumer
Â
Jennifer
 Katrulya
Â
Managing
 virtually
Â
1.âŻ
2.âŻ
3.âŻ
4.âŻ
Donât
 manage.
 Lead.
Â
Hire
 the
 right
 people.
Â
Communica,on.
Â
Integra,on
 â
 Outlook,
 contacts,
 e-Ââ
mail,
 calendars
Â
5.⯠Updates
 /
 connec,ons
Â
34. Work is not a place, it
is what you do.
And
What you do while
working is
fundamentally
different.
36. âThe ďŹrst challenge for leaders is to be willing to be open to the idea that your
advantage might not last.â - Rita McGrath
37. The Warning Signs
â˘âŻ I donât buy my own companyâs products or services
â˘âŻ We are investing at the same levels or even more and
not getting margins or growth in return
â˘âŻ Customers are ďŹnding cheaper or simpler solutions to be
âgood enoughâ
â˘âŻ Competition is emerging from places we didnât expect
â˘âŻ Customers are no longer excited with what we have to
offer
â˘âŻ We are not considered a top place to work by the
people we would like to hire
â˘âŻ Some of our very best people are leaving
â˘âŻ The growth trajectory has slowed or reversed
www.blionline.org/rita
38. High Performers - The Top Five Attributes
Internal stability and external agility
Â
Â
1.âŻ
2.âŻ
3.âŻ
4.âŻ
5.âŻ
Ambition or âhumbitionâ â world-class ambitions
Deployment Development of people (think learnability)
Strategy and Leadership (vision, values, culture)
Stable relationships in their ecosystem(s)
Innovation is continuous and part of everyoneâs job
âYou canât stop the waves but you can learn how to surf.â
T
Â
â Jon Kabbat-Zin
39. Strengths â Strategy Collaboration
âIn order to buy-in, they have to weigh-in.â
- Pat Lencioni
40. Return on Investment
Cri%cal
 Areas
Â
Investment
Â
Return
Â
People
Â
2%
Â
20%
Â
Processes
Â
2%
Â
15%
Â
Â
Organiza,on
 Structure
Â
2%
Â
10%
Â
Culture
Â
1%
Â
20%
Â
Leadership
Â
1%
Â
10%
Â
Informa,on
Â
10%
Â
15%
Â
Technology
Â
82%
Â
10%
Â
Source:
 Informa,on
 Masters
 â
 Secrets
 of
 the
 Customer
 Race
 by
 John
 McKean
Â
43. How can we help you keep your LC?
â˘âŻ
â˘âŻ
â˘âŻ
â˘âŻ
Strategy Alignment
Curriculum tied to strategy
I2a Leadership Academy
BLI Leadership Express - ondemand leadership support
â˘âŻ Social learning
http://cpa.tc/32r
In a period of rapid change and
increasing complexity, the winners
will be those organizations who
can keep their rate of learning
greater than the rate of change
and greater than their
competition. â Tom Hood
www.blionline.org
45. Take the test and add up your score
Source: Rita McGrath,
End of Competitive
Advantage
www.blionline.org/rita
46. How do you measure up?
Score Band
Diagnosis
14-28
Danger! Extreme
exploitation orientation
19-42
Action Implication
Exploitation bias
43-56
57-70
71+
Urgent issue for senior team;
major risk of being disrupted
At risk of being trapped;
urgently review business health
Most common; Pockets of Innovation and disengagement
agility but ďŹghting with
need to be strengthened and
established businesses
made systematic; senior team
needs to get involved
Moving faster, getting into Support those working in new
a rhythm
way; focus on resource
allocation
Learning to compete with Remain watchful! Rita wants to
transient advantage
meet you.
www.blionline.org/rita
47. What would Rita do?
L I V E
SPONSORED BY:
www.blionline.org/rita
51. Generational Issues - Resources
Blog Post http://cpa.tc/2un
Blog Post http://cpa.tc/2vz
Slideshare http://cpa.tc/2w4
Bottom line - Connect Collaborate
Great ideas can come from anywhere!