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2009 AICPA Information Technology
Conference
CIO / Executive IT Management In CPA Firms
Peter J. Henley, CPA
June 15, 2009

Insert Your Logo Here
Your Firm Needs a CIO!


Technology executives add value.



Help the firm accomplish its goals.



Project focused, not billable.



If you want to stay technical, help someone
else be the executive.

Insert Your Logo Here
An Industry in Transition


1980’s – Office manager



1990’s – Network Administrator



2000’s – IT Manager



Next decade – Tech executive



Now is when techs are pushing up, but the
future is owners pushing down
(Growthwave.com, Woodscreek.com)
Insert Your Logo Here
How it Works
Formulas



Planning



Decision Models



Policy



Relationships



Insert Your Logo Here
Skills Evaluation
Leadership

Finance

Technical

Project Management

HR (intra department)

Marketing & communications (inter dept.)

Business Savvy
Insert Your Logo Here
Who You Are


Trust is developed by processes, and formulas, not charisma.



Values must align with the organization



Competencies: Strategic agility, business acumen, results- orientation,
financial stewardship, political savvy



Thirst for knowledge and lifelong learning



Systematic thinker



Listening – seek to understand first



A positive, upbeat, but realistic person



Secure, likeable, approachable with a good sense of humor

Insert Your Logo Here
Integrity


Trust – It’s your responsibility.



Keep your word. Manage deadlines.



Be a company person. “They” is YOU!



Never defend yourself.



Passion, Wattage, Transparency



Transparency, patience, kindness
Insert Your Logo Here
Acceleration


The main thing is to keep
the main thing, the main thing.



Technology is not the goal!



Exceptions – Enabling technology:
Acrobat

Outlook Anywhere

Portals

Multiple monitors

Blackberries
Insert Your Logo Here
Acceleration


"Selling tries to get the customer to want what the
company has, marketing on the other hand, tries to get
the company to produce what the customer wants.“



(Source: Marketing Myopia, Theodore Levitt, Harvard
Business Review, Jul-Aug 1960)

Insert Your Logo Here
Acceleration




"
 the aim of marketing is to make selling superfluous.
The aim of marketing is to know and understand the
customer so well that the product or service fits him and
sells itself.“
(Source: Management: Tasks, responsibilities,
practices, Peter Drucker, Heinemann

Insert Your Logo Here
Plumbing






Fast, Stable, Secure, Easily Accessible
Easy to manage (homogenous, standard)
4 Step implementation model
Documentation
Perspectives:
Tools
Applications

Data
Profiles

Servers

Insert Your Logo Here
Implementation Model


Research – Will this provide value to the firm?



Lab Test – Will this work in our environment?



----------Decision to purchase or adopt----------



Pilot Rollout – How can we best deploy this?



Rollout

Insert Your Logo Here
Procurement – Where Trust Begins








The PLAN
Decisions – consider three levels
Know your metrics
Vendor management
Balance cost cutting with innovation
Projects always tied to business strategy
This year’s project is next year’s maintenance

Insert Your Logo Here
Metrics


Percentage of firm gross income



Budget line items and categories as a
percentage of total IT expenditures



IT expenditures per FTE



Firm revenue per FTE

Insert Your Logo Here
Three Level Decisions






Suggested solution: project, hardware,
software, etc, and what it will cost.
Inexpensive solution: “Here’s the cost, and
here’s what’s in the suggested solution
that we won’t get.”
Expensive solution: “Here’s the cost and
here’s what we would get in addition to the
suggested solution.
Insert Your Logo Here
Strategy






There is no such thing as IT strategy!
Maintain a historical timeline of milestones
Dissect your business’ strategy
Every company has a business strategy
Ask backwards I’ll get back to you.

Insert Your Logo Here
Core Values

People

Establish
Key Values
In the
Culture
Client Service
Honesty & Integrity
Teamwork &
Interdependence

Promote
Respect
And
Trust

Clark Nuber is
regarded as the
best CPA &
consulting firm in
NW
Attract
Best
People

Career
Development

Work
Environment
Employee
Satisfaction
Innovation

Communicate
Well
(All Directions)

Vision & Mission

Clients
Employees
Business
Community
Peers
Retain
And
Expand
Business

Strategic Choices

Outcome

Accelerate
Growth

Innovative Advice
and
World-Class
Service
New Role of
Shareholders

Strategically
Managed

Permanent
Business

Everyone
Realizes
Their
Professional
and
Personal
Goals

One Firm Concept
Retain
Our
People

Private
Not For Profit
Create New
And
Innovative
Products and
Services

Support and care
For Community

Insert Your Logo Here
Insert Your Logo Here
Default Strategic Plan
What if my strategic business plan is simply to grow by five
percent per year and maintain 33% net income before
partner compensation?

Amazed clients

Effective processes

Motivated employees

Satisfied owners

Mitigate our Weaknesses
Accelerate our Strengths

Insert Your Logo Here
Client Touch Points


Portals

Auditor laptops



Telephone system

Email



Web site

Fax



Paper financial statements and tax returns



Electronic Financial Statements and tax returns



Proposals, marketing materials

Insert Your Logo Here
Team
Cutting edge projects, resume building
Training










Who you are, “who” the department is
Firm technology profile
Industry best practices

Lead by serving. Teammates compete.
Always involve HR in conflict
Insert Your Logo Here
IT Department Mission Statement


Fast, stable, secure, easily accessible network



Maximize the professional hour



Promote innovation

Insert Your Logo Here
IT Commitment to Excellence


Professionalism – Honest, dependable, flexible



Communication – Listen closely, present tech. clearly



Teamwork – Build trust, work toward common goals.



Job Knowledge – Maintain skill sets



Task Achievement – High level of productivity & quality

Insert Your Logo Here
Leadership







When people ask for your help
Email, write, speak
Teach, and teach your team to teach
Open lunch sessions
Recruiting and new employee presentations
Arm partners with info they can use

Insert Your Logo Here
Education






Manage your time
Read less with more comprehension
Develop a personal knowledge base
Correct mix of technology and executive skills
Lifelong goals

Insert Your Logo Here
Innovation







Doing the same thing in a better way
Using the same amount of funds to do more
Shocked colleagues and supervisors
Mistakes
Innovate - processes, resources, not people
Easier to ask for forgiveness than permission

Insert Your Logo Here
Insert Your Logo Here
Insert Your Logo Here
[Your Name Here], CIO
Whatever creativity is,
it is in part a solution to a problem.
– Brian Aldiss

Make visible what , without you,
might perhaps never have been.

– Robert Bresson
Insert Your Logo Here

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Information Technology Executive Management in the Public Accounting Industry

  • 1. 2009 AICPA Information Technology Conference CIO / Executive IT Management In CPA Firms Peter J. Henley, CPA June 15, 2009 Insert Your Logo Here
  • 2. Your Firm Needs a CIO!  Technology executives add value.  Help the firm accomplish its goals.  Project focused, not billable.  If you want to stay technical, help someone else be the executive. Insert Your Logo Here
  • 3. An Industry in Transition  1980’s – Office manager  1990’s – Network Administrator  2000’s – IT Manager  Next decade – Tech executive  Now is when techs are pushing up, but the future is owners pushing down (Growthwave.com, Woodscreek.com) Insert Your Logo Here
  • 4. How it Works Formulas  Planning  Decision Models  Policy  Relationships  Insert Your Logo Here
  • 5. Skills Evaluation Leadership Finance Technical Project Management HR (intra department) Marketing & communications (inter dept.) Business Savvy Insert Your Logo Here
  • 6. Who You Are  Trust is developed by processes, and formulas, not charisma.  Values must align with the organization  Competencies: Strategic agility, business acumen, results- orientation, financial stewardship, political savvy  Thirst for knowledge and lifelong learning  Systematic thinker  Listening – seek to understand first  A positive, upbeat, but realistic person  Secure, likeable, approachable with a good sense of humor Insert Your Logo Here
  • 7. Integrity  Trust – It’s your responsibility.  Keep your word. Manage deadlines.  Be a company person. “They” is YOU!  Never defend yourself.  Passion, Wattage, Transparency  Transparency, patience, kindness Insert Your Logo Here
  • 8. Acceleration  The main thing is to keep the main thing, the main thing.  Technology is not the goal!  Exceptions – Enabling technology: Acrobat Outlook Anywhere Portals Multiple monitors Blackberries Insert Your Logo Here
  • 9. Acceleration  "Selling tries to get the customer to want what the company has, marketing on the other hand, tries to get the company to produce what the customer wants.“  (Source: Marketing Myopia, Theodore Levitt, Harvard Business Review, Jul-Aug 1960) Insert Your Logo Here
  • 10. Acceleration   "
 the aim of marketing is to make selling superfluous. The aim of marketing is to know and understand the customer so well that the product or service fits him and sells itself.“ (Source: Management: Tasks, responsibilities, practices, Peter Drucker, Heinemann Insert Your Logo Here
  • 11. Plumbing      Fast, Stable, Secure, Easily Accessible Easy to manage (homogenous, standard) 4 Step implementation model Documentation Perspectives: Tools Applications Data Profiles Servers Insert Your Logo Here
  • 12. Implementation Model  Research – Will this provide value to the firm?  Lab Test – Will this work in our environment?  ----------Decision to purchase or adopt----------  Pilot Rollout – How can we best deploy this?  Rollout Insert Your Logo Here
  • 13. Procurement – Where Trust Begins        The PLAN Decisions – consider three levels Know your metrics Vendor management Balance cost cutting with innovation Projects always tied to business strategy This year’s project is next year’s maintenance Insert Your Logo Here
  • 14. Metrics  Percentage of firm gross income  Budget line items and categories as a percentage of total IT expenditures  IT expenditures per FTE  Firm revenue per FTE Insert Your Logo Here
  • 15. Three Level Decisions    Suggested solution: project, hardware, software, etc, and what it will cost. Inexpensive solution: “Here’s the cost, and here’s what’s in the suggested solution that we won’t get.” Expensive solution: “Here’s the cost and here’s what we would get in addition to the suggested solution. Insert Your Logo Here
  • 16. Strategy      There is no such thing as IT strategy! Maintain a historical timeline of milestones Dissect your business’ strategy Every company has a business strategy Ask backwards I’ll get back to you. Insert Your Logo Here
  • 17. Core Values People Establish Key Values In the Culture Client Service Honesty & Integrity Teamwork & Interdependence Promote Respect And Trust Clark Nuber is regarded as the best CPA & consulting firm in NW Attract Best People Career Development Work Environment Employee Satisfaction Innovation Communicate Well (All Directions) Vision & Mission Clients Employees Business Community Peers Retain And Expand Business Strategic Choices Outcome Accelerate Growth Innovative Advice and World-Class Service New Role of Shareholders Strategically Managed Permanent Business Everyone Realizes Their Professional and Personal Goals One Firm Concept Retain Our People Private Not For Profit Create New And Innovative Products and Services Support and care For Community Insert Your Logo Here
  • 19. Default Strategic Plan What if my strategic business plan is simply to grow by five percent per year and maintain 33% net income before partner compensation? Amazed clients Effective processes Motivated employees Satisfied owners Mitigate our Weaknesses Accelerate our Strengths Insert Your Logo Here
  • 20. Client Touch Points  Portals Auditor laptops  Telephone system Email  Web site Fax  Paper financial statements and tax returns  Electronic Financial Statements and tax returns  Proposals, marketing materials Insert Your Logo Here
  • 21. Team Cutting edge projects, resume building Training        Who you are, “who” the department is Firm technology profile Industry best practices Lead by serving. Teammates compete. Always involve HR in conflict Insert Your Logo Here
  • 22. IT Department Mission Statement  Fast, stable, secure, easily accessible network  Maximize the professional hour  Promote innovation Insert Your Logo Here
  • 23. IT Commitment to Excellence  Professionalism – Honest, dependable, flexible  Communication – Listen closely, present tech. clearly  Teamwork – Build trust, work toward common goals.  Job Knowledge – Maintain skill sets  Task Achievement – High level of productivity & quality Insert Your Logo Here
  • 24. Leadership       When people ask for your help Email, write, speak Teach, and teach your team to teach Open lunch sessions Recruiting and new employee presentations Arm partners with info they can use Insert Your Logo Here
  • 25. Education      Manage your time Read less with more comprehension Develop a personal knowledge base Correct mix of technology and executive skills Lifelong goals Insert Your Logo Here
  • 26. Innovation       Doing the same thing in a better way Using the same amount of funds to do more Shocked colleagues and supervisors Mistakes Innovate - processes, resources, not people Easier to ask for forgiveness than permission Insert Your Logo Here
  • 29. [Your Name Here], CIO Whatever creativity is, it is in part a solution to a problem. – Brian Aldiss Make visible what , without you, might perhaps never have been. – Robert Bresson Insert Your Logo Here

Hinweis der Redaktion

  1. Move to CN, tax, consulting, IT manager