LET­TERS

Accounting Today - - Opinion -

It was in­ter­est­ing to read about KPMG’S im­por­tant new process of adding out­side direc­tors to their board (“Build­ing trust by adding out­side direc­tors at KPMG,” June, page 17). It re­minded me of an ar­ti­cle I wrote in the Jour­nal of Ac­coun­tancy ... in 1998. As a re­sult of the ar­ti­cle, I was in­vited to be­come what I be­lieve was the first “out­side di­rec­tor” for a CPA firm. The firm, God­ick & Co., in Philadel­phia, had read my ar­ti­cle and de­cided to add two out­side direc­tors to their board.

I sub­scribe to Ms. Doughtie’s ob­ser­va­tion, “We craft the smartest ideas and de­liver the most ef­fec­tive so­lu­tions when we step out­side our com­fort zone and be­yond what is fa­mil­iar.” We found that ex­pe­ri­ence when we in­tro­duced out­side direc­tors to the God­ick firm. ... Out­side direc­tors do bring an ex­tra mea­sure of in­de­pen­dence and pro­vide a broader range of con­struc­tive busi­ness view­points and ob­jec­tiv­ity to the firm. ...

The 21st cen­tury calls for an ac­cel­er­a­tion of change in pro­fes­sional firms to meet the change from the lin­ear world of the 20th cen­tury to the ex­po­nen­tial chal­lenge of the 21st cen­tury.

Charles B. Lar­son St. Joseph, Mis­souri

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