Year Ahead Advertiser Index
opening us to a never-ending opportunities to add value and create a real impact for our customers. I can’t wait! Are you ready to make the radical changes to your practice that you will need to so that you can maximize the opportunity?
Krom: All of these items are going to have a major impact on accounting in 2019 and beyond. But we can’t just look internally. These areas are going to be impacting our clients; we have to raise our heads and look outside as our clients change, we cannot afford to be left in the dust. We have to be ahead of our clients in order to be trusted advisors and partners.
What one piece of advice would you give firms going into next year?
Take a risk and try something new relating to one of the trends being talked about in our profession, such as value billing or starting a new business line (e.g., cybersecurity). We work in an environment where it is riskier to not take risks. Be a firm that proactively changes by making educated strategic moves based on researched trends. Talk to people who are studying the trends, learn about them, and seek consultants who can help you implement a new technology or process. As you are implementing them, tell your clients how you are keeping up with the trends.
Krom: 2019 is the year of building the flexibility in your firm to create the ability to be nimble. The need to pivot in advance of changes needs to be built into the structure of your firm. If you don’t have a culture in your organization to change quickly and often, you need to look at your infrastructure and environment and make those modifications in 2019 so that you can.
Wagner: Change. It is as simple as that. For any firm, regardless of size, that wants to have a successful 2019, they need to embrace the notion of change and take at least one proactive step to improve the vision, technology and people at the firm. This could be a small, overdue step, like finally becoming a truly paperless firm, or a larger step, like adopting an AI solution to improve their audit efficiencies. Change is not easy or comfortable; unfortunately as a profession we are running out of time to continue to put off change.
Supkis Cheek: If you are only looking at current technology options for your clients or in-house engagement efficiency, you’re already behind.
Briggs: Instead of, or in addition to, a partner/management retreat, have your newest staff hold their own retreat. Do
C they know the business or the customers/
M clients the way you do? No. But do they have a fresh perspective that could provide future-focused ideas? Absolutely.
CM Have them present their thoughts or recommendations to the management team and then work together to see where to get started. This provides a growth opportunity for staff as well — if they feel more invested they might even stick around longer.
Oh, and a bonus piece of advice that’s likely controversial — senior management should call in sick unexpectedly once in a while and let someone else cover their client meeting or the financials presentation, etc. Practice, practice, practice — give everyone chances to practice the skills they need for the future. There’s just no substitute for doing it.
Padar: Digital transformation is here. Are you open to its possibilities, or will you stick your head in the sand and whine? The future looks bright.