What are the top issues facing CFOs, Controllers, and CPAs in Business/Industry, NFP and Government?
MACPA CEO Tom Hood, voted second most influential leader in the CPA Profession in Accounting Today’s 2013 list of the Top 100 Most Influential People in Accounting (his ninth time on the list) sees five fundamental shifts facing accounting now – Leadership, Learning, Technology, Generations and Workplace.
In a world of rapid change and increasing complexity, the winners will be those individuals and organizations who can keep their L>C², their rate of learning must be greater than the rate of change and greater than their competition. Tom’s updates are always popular for CPAs and include the latest trends and issues the profession is facing locally, nationally, and globally.
This special Business & Industry Edition also covers a special session on the CFO of the Future by Ash Noah, CPA, CGMA of the AICPA/CGMA and a presentation by our Business & Industry Committee of the results of our ThinkTank session on the major issue and opportunities facing CPAs in B&I by Skip Falatko and B&I member Joselin Martin.
Also include is an update on legislation and regulation and the advocacy efforts of the Maryland Association of CPAs.
In an effort to help our members be "future ready", MACPA has continued its tradition (since 2007) of holding four hour comprehensive professional issues updates for FREE all across the state of Maryland. Tom Hood, CPA, CITP, CGMA leads these engaging and participative sessions and covers the fast changing landscape of the accounting and CPA Profession. This year we added special guest from AICPA PCPS to discuss more resources for CPA firms and a special discussion of the AICPA-CIMA Joint Venture and the CGMA designation. Also included is the groundbreaking new learning system The Anticipatory Organization: Accounting and Finance Edition from Dan Burrus and customized with a group of accounting and finance professionals convened by MACPA and BLI.
Talent insights ...How to proactively bring them into your businessRod Arancibia
Are you making faster, better , more accurate decisions when it comes to investing in your talent...See how Cornerstone and Aon are globally helping businesses predict the future...
Drive tool and software adoption among remote workers using infinite gamifica...Toby Beresford
Talk given for HR execs and line managers at Human Week Summit Turkey in Jan 2022.
Key points:
1. Feedback is the main reward
2. Gamification is being used to effectively drive software adoption
Global Human Capital Trends 2014: Engaging the 21st-century workforce Deloitte United States
Global Human Capital Trends 2014: Engaging the 21st-century workforce reveals the findings of a global survey of more than 2,500 business and HR leaders from 90+ countries –one of the largest talent management surveys of its kind. The survey results paint a clear picture of the challenges and opportunities organizations face in cultivating the talent needed to grow. These dashboards let you explore some of the primary “whats” (survey results) and “whos” (respondent demographics) in ways most meaningful for you. Click through each one for insights to help guide your human capital agenda for the coming year.
For more information, visit http://www.deloitte.com/hctrends2014/
Data Science and Analytics in Human Resources - Moneyball comes to HRJosh Bersin
Latest research on the imbalance in employment and the need for data science and assessment science in HR. Applies the concepts of the book Moneyball to HR.
Realizado junto de mais de 7.000 líderes empresariais e de Recursos Humanos (RH) e em 130 países, o estudo Global Human Capital Trends 2016 da Deloitte é um dos maiores trabalhos de pesquisa realizado sobre os desafios da força de trabalho, da liderança e dos RH.
Crafting a talent analytics function and building strategic partnershipWilliam Gaker
This document discusses building a talent analytics function and the speaker's journey in doing so at LinkedIn. Some key points:
- The speaker discusses guiding principles for crafting a talent analytics function, such as identifying its core purpose, staffing it with a blend of skills, focusing on questions that create business value, investing in maturity, and prioritizing efforts.
- Examples are provided of how the speaker focused on quick wins to build credibility, developed a framework to help stakeholders ask strategic questions, and is leveraging analytics across the talent lifecycle.
- Case examples show how the speaker used analytics to help with engineering hiring needs, improve operational planning and retention, and identify critical skills and attractive hiring regions.
In an effort to help our members be "future ready", MACPA has continued its tradition (since 2007) of holding four hour comprehensive professional issues updates for FREE all across the state of Maryland. Tom Hood, CPA, CITP, CGMA leads these engaging and participative sessions and covers the fast changing landscape of the accounting and CPA Profession. This year we added special guest from AICPA PCPS to discuss more resources for CPA firms and a special discussion of the AICPA-CIMA Joint Venture and the CGMA designation. Also included is the groundbreaking new learning system The Anticipatory Organization: Accounting and Finance Edition from Dan Burrus and customized with a group of accounting and finance professionals convened by MACPA and BLI.
Talent insights ...How to proactively bring them into your businessRod Arancibia
Are you making faster, better , more accurate decisions when it comes to investing in your talent...See how Cornerstone and Aon are globally helping businesses predict the future...
Drive tool and software adoption among remote workers using infinite gamifica...Toby Beresford
Talk given for HR execs and line managers at Human Week Summit Turkey in Jan 2022.
Key points:
1. Feedback is the main reward
2. Gamification is being used to effectively drive software adoption
Global Human Capital Trends 2014: Engaging the 21st-century workforce Deloitte United States
Global Human Capital Trends 2014: Engaging the 21st-century workforce reveals the findings of a global survey of more than 2,500 business and HR leaders from 90+ countries –one of the largest talent management surveys of its kind. The survey results paint a clear picture of the challenges and opportunities organizations face in cultivating the talent needed to grow. These dashboards let you explore some of the primary “whats” (survey results) and “whos” (respondent demographics) in ways most meaningful for you. Click through each one for insights to help guide your human capital agenda for the coming year.
For more information, visit http://www.deloitte.com/hctrends2014/
Data Science and Analytics in Human Resources - Moneyball comes to HRJosh Bersin
Latest research on the imbalance in employment and the need for data science and assessment science in HR. Applies the concepts of the book Moneyball to HR.
Realizado junto de mais de 7.000 líderes empresariais e de Recursos Humanos (RH) e em 130 países, o estudo Global Human Capital Trends 2016 da Deloitte é um dos maiores trabalhos de pesquisa realizado sobre os desafios da força de trabalho, da liderança e dos RH.
Crafting a talent analytics function and building strategic partnershipWilliam Gaker
This document discusses building a talent analytics function and the speaker's journey in doing so at LinkedIn. Some key points:
- The speaker discusses guiding principles for crafting a talent analytics function, such as identifying its core purpose, staffing it with a blend of skills, focusing on questions that create business value, investing in maturity, and prioritizing efforts.
- Examples are provided of how the speaker focused on quick wins to build credibility, developed a framework to help stakeholders ask strategic questions, and is leveraging analytics across the talent lifecycle.
- Case examples show how the speaker used analytics to help with engineering hiring needs, improve operational planning and retention, and identify critical skills and attractive hiring regions.
17th Learning EB: solving the challenges of talent management Sonnie Santos
The document discusses the challenges facing talent management in the Philippine IT-BPM industry and initiatives to address them. It notes that the industry faces a talent gap and challenges in attracting and retaining talent. Industry associations have developed programs like the Global Competitiveness Assessment Tool to raise standards and a Service Management specialization track for universities. Partnerships between industry and academia aim to better align education with industry needs. Global trends discussed include a focus on internal mobility, talent communities, and balancing short and long-term talent needs. The goals for 2016 are 1 million direct jobs, $18 billion in revenue, and for the industry to be 10.4% of GDP.
This document summarizes the key findings of a survey of over 1,400 C-suite executives, including 815 CEOs, about the future of organizations and the economy. The top concerns for 2019 are a potential global recession and disruption to global trade systems. Looking to 2025, CEOs believe successful organizations will be highly customer-centric, redefine work through agile teams, have blurred internal/external boundaries, leverage new technologies, and view sustainability as a driver of growth. However, CEOs may underestimate changes needed for true digital transformation and not prioritize elements like gender pay gaps that build an inclusive culture.
CFO’s Sharing: Is this possible to turn technology Capex to Opex for Growth ...Wendy Wan
Technological advances are disrupting the status quo and creating huge turbulence. Industries are converging, and new competitors emerging, at breakneck speed.
The role of the CFO is evolving. CFOs must aid in strategy development to pursue profitable growth by capitalizing technology.
How do the leading enterprise drive top-line growth and also bottom-line savings?
- The document provides information about the 13th Annual Accounts Payable and Procurement Transformation Summit Asia conference to be held from 21-23 March 2016 in Singapore.
- The conference will include pre-conference workshops on 21 March and the main conference on 22-23 March at the M Hotel in Singapore.
- It outlines the speaker line-up and event highlights including case studies from companies like Juniper Networks, City of Gold Coast, and Jones Lang LaSalle.
- Details of the conference agenda, sessions on topics like accounts payable automation, governance and control, and efficiency improvement are also provided.
The document summarizes the first Lean Transformation Summit held in Sri Lanka. Over 130 people from 40 companies attended the two-day summit, which was organized by the Institute of Lean Management and featured presentations on various lean tools and techniques. Speakers discussed topics like Toyota's production system, building a lean culture, applying lean in banking and healthcare, and common reasons why lean initiatives fail. The summit highlighted the importance of lean for Sri Lankan businesses to improve efficiency and competitiveness in international markets.
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
With advancing technologies, many organizations are focused more than ever on recruiting—particularly for skills they
need to succeed, such as expertise in data science, cybersecurity and artificial intelligence. These hard-to-find and
hard-to-hire skills—like so many other skilled professions—cost a lot to recruit. With labor pools shrinking, retaining
talent at every level is critical. Recruiting is more expensive than retention, which can be optimized via training or
creating a culture of constant learning. Choosing recruitment over retention also has a negative effect on employees,
who are left to wonder why their work seems to have less value than that of a new employee.
In this environment, it becomes clear that value lies in the engagement of employees—making sure they are actively
contributing to the company while learning new skills and advancing their own careers. But how to measure something
as intangible as engagement?
17th Learning EB: Current trends and challenges on talent managementSonnie Santos
This document discusses current trends and challenges in talent management in the Philippines. It notes that attracting and retaining skilled talent is difficult for many organizations globally. Specifically, the document outlines difficulties in attracting critical-skill, high-potential, and top-performing employees according to a recent survey. It also discusses strategic recruiting challenges such as increasing turnover, the need for faster hiring, limited resources, and the shortage of qualified recruiters. The document concludes by highlighting 12 of the hottest recruiting opportunities for 2014, such as using social media and video interviews.
The document discusses how robots and artificial intelligence are changing the skill sets needed for finance transformation projects. It notes that routine tasks are being automated, increasing the need for skills like data analysis, project management, and strong interpersonal skills. To succeed, organizations must have the right mix of seniority, experience, and skills mapped to their specific project needs. Maintaining the right grade mix over time, as tasks change, is important for delivering projects and long-term services effectively.
European University Barcelona Campus: Beyond Budgeting – A (Secret) Performan...Fabiola Eyholzer
Barcelona, Spain | Mar-12-2015
Forbes Magazine calls Agile “The Best Kept Secret in Management” and industry leaders and key players across all industries are already embracing lean | agile – a leadership philosophy with a set of tools and techniques based on specific values and principles – with the goal of making their organizations more responsive, innovative, and engaging.
Besides applying a toolset instrumental for driving innovation, reducing time-to-market, and improving customer satisfaction, companies are revising and realigning their leadership approach in order to ensure not only precise, but also fast and flexible decisions, swift accomplishments, and valuable interactions. This will alter their approach towards providing, managing, and monitoring their initiatives and resources and help them meet the demands of a constantly and rapidly changing business environment. Lean | agile provides them with an unparalleled competitive advantage that will impact their bottom line in a positive and sustainable manner.
This presentation focuses on the characteristics of Lean | Agile enterprises and how they approach financial planning and investment approaches in a more flexible way. We talk about “Beyond Budgeting” (also known as “Beta-Complex”) that eliminate traditional budget and budget reporting and discuss their validity and impact.
PWC Report on the Future of Work: Disruptive innovations are creating new industries and business models, and destroying old ones. New technologies, data analytics and social networks are having a huge impact on how people communicate, collaborate and work. As generations collide, workforces become more diverse and people work longer; traditional career models may soon be a thing of the past. Many of the roles and job titles of tomorrow will be ones we’ve not even thought of yet.
The document discusses the benefits of adopting an agile approach to software development and project management. Some key benefits mentioned include faster time to market, increased productivity, fewer defects, cost savings, and better employee engagement. Adopting agile approaches allows organizations to build high-quality products that customers value more quickly by delivering in short iterations and incorporating frequent customer feedback. It also helps reduce risks and eliminate waste compared to traditional sequential development methods. Successfully implementing agile requires changes not just to development teams but also to organizational structures, processes, and culture.
The document discusses how leading entrepreneurs are thriving and surmounting 21st century business challenges. It describes how some entrepreneurs have embedded digital transformation at the core of their business strategy and operations. This helps them scale faster while mitigating risks. Specifically, it provides examples of how some companies use social media tools, data analytics, cloud computing, and mobile technologies in their daily operations to improve communication, decision making, reduce costs and drive global expansion.
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.”
The document discusses the importance of developing an authentic employer brand to attract and retain talent. It outlines that an employer brand framework can help companies take a brand-led approach to hiring aligned with their values and corporate brand. It also helps identify gaps between a company's current employee experience and future aspirations, and brings corporate brand messages to life in an employment context. The goal is to build understanding of what external talent values and define appealing messages to attract these candidates.
Discover the performance of best-in-class Digital Finance Leaders and benchmark your performance in a number of key finance operations areas. Discover why, for many, finance transformation starts with a simple switch from Excel.
MACPA Annual Meeting and Town Hall Professional Issues Update took place on June 18, 2015 at JHU in Rockville, MD. With a love audience of 165+ and another 200 via webcast it set a new record.
This includes the polls held during the session that identified the demographics, top challenges, and other key information from the membership.
The document outlines the career experience and education of Sergio A. Sanmiguel A. It describes his roles as an accountant and financial analyst at several multinational companies in Colombia including AIG, Baker Hughes, PwC, Ernst & Young, and Deloitte. His responsibilities involved financial reporting, accounting, auditing, tax analysis, and reducing processing timelines. He is currently pursuing an undergraduate degree in accounting and holds an associate's degree in accounting and finance. His skills include financial analysis, reporting, budgeting, risk management, and internal controls.
Laura Shayne has over 10 years of experience as an executive assistant and office manager. She has strong communication, organizational, and problem-solving skills. She has assisted with legal issues, budgeting, vendor negotiations, and event planning. Her experience spans the healthcare, accounting, insurance, and entertainment industries.
Nancy J. Drevo is a student at Wayne State College in Nebraska seeking a job utilizing her concentrations in public accounting, finance, and international business. She has a 3.5 GPA and will graduate in May 2016 with a Bachelor of Science in Business Administration. Her resume outlines her relevant education including a semester abroad in the Czech Republic and participation in The Fund for American Studies summer program. She gained accounting and finance experience as an intern at the American Public Power Association. Her resume also lists honors, activities, and previous employment as a hostess and cashier demonstrating customer service skills.
17th Learning EB: solving the challenges of talent management Sonnie Santos
The document discusses the challenges facing talent management in the Philippine IT-BPM industry and initiatives to address them. It notes that the industry faces a talent gap and challenges in attracting and retaining talent. Industry associations have developed programs like the Global Competitiveness Assessment Tool to raise standards and a Service Management specialization track for universities. Partnerships between industry and academia aim to better align education with industry needs. Global trends discussed include a focus on internal mobility, talent communities, and balancing short and long-term talent needs. The goals for 2016 are 1 million direct jobs, $18 billion in revenue, and for the industry to be 10.4% of GDP.
This document summarizes the key findings of a survey of over 1,400 C-suite executives, including 815 CEOs, about the future of organizations and the economy. The top concerns for 2019 are a potential global recession and disruption to global trade systems. Looking to 2025, CEOs believe successful organizations will be highly customer-centric, redefine work through agile teams, have blurred internal/external boundaries, leverage new technologies, and view sustainability as a driver of growth. However, CEOs may underestimate changes needed for true digital transformation and not prioritize elements like gender pay gaps that build an inclusive culture.
CFO’s Sharing: Is this possible to turn technology Capex to Opex for Growth ...Wendy Wan
Technological advances are disrupting the status quo and creating huge turbulence. Industries are converging, and new competitors emerging, at breakneck speed.
The role of the CFO is evolving. CFOs must aid in strategy development to pursue profitable growth by capitalizing technology.
How do the leading enterprise drive top-line growth and also bottom-line savings?
- The document provides information about the 13th Annual Accounts Payable and Procurement Transformation Summit Asia conference to be held from 21-23 March 2016 in Singapore.
- The conference will include pre-conference workshops on 21 March and the main conference on 22-23 March at the M Hotel in Singapore.
- It outlines the speaker line-up and event highlights including case studies from companies like Juniper Networks, City of Gold Coast, and Jones Lang LaSalle.
- Details of the conference agenda, sessions on topics like accounts payable automation, governance and control, and efficiency improvement are also provided.
The document summarizes the first Lean Transformation Summit held in Sri Lanka. Over 130 people from 40 companies attended the two-day summit, which was organized by the Institute of Lean Management and featured presentations on various lean tools and techniques. Speakers discussed topics like Toyota's production system, building a lean culture, applying lean in banking and healthcare, and common reasons why lean initiatives fail. The summit highlighted the importance of lean for Sri Lankan businesses to improve efficiency and competitiveness in international markets.
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
With advancing technologies, many organizations are focused more than ever on recruiting—particularly for skills they
need to succeed, such as expertise in data science, cybersecurity and artificial intelligence. These hard-to-find and
hard-to-hire skills—like so many other skilled professions—cost a lot to recruit. With labor pools shrinking, retaining
talent at every level is critical. Recruiting is more expensive than retention, which can be optimized via training or
creating a culture of constant learning. Choosing recruitment over retention also has a negative effect on employees,
who are left to wonder why their work seems to have less value than that of a new employee.
In this environment, it becomes clear that value lies in the engagement of employees—making sure they are actively
contributing to the company while learning new skills and advancing their own careers. But how to measure something
as intangible as engagement?
17th Learning EB: Current trends and challenges on talent managementSonnie Santos
This document discusses current trends and challenges in talent management in the Philippines. It notes that attracting and retaining skilled talent is difficult for many organizations globally. Specifically, the document outlines difficulties in attracting critical-skill, high-potential, and top-performing employees according to a recent survey. It also discusses strategic recruiting challenges such as increasing turnover, the need for faster hiring, limited resources, and the shortage of qualified recruiters. The document concludes by highlighting 12 of the hottest recruiting opportunities for 2014, such as using social media and video interviews.
The document discusses how robots and artificial intelligence are changing the skill sets needed for finance transformation projects. It notes that routine tasks are being automated, increasing the need for skills like data analysis, project management, and strong interpersonal skills. To succeed, organizations must have the right mix of seniority, experience, and skills mapped to their specific project needs. Maintaining the right grade mix over time, as tasks change, is important for delivering projects and long-term services effectively.
European University Barcelona Campus: Beyond Budgeting – A (Secret) Performan...Fabiola Eyholzer
Barcelona, Spain | Mar-12-2015
Forbes Magazine calls Agile “The Best Kept Secret in Management” and industry leaders and key players across all industries are already embracing lean | agile – a leadership philosophy with a set of tools and techniques based on specific values and principles – with the goal of making their organizations more responsive, innovative, and engaging.
Besides applying a toolset instrumental for driving innovation, reducing time-to-market, and improving customer satisfaction, companies are revising and realigning their leadership approach in order to ensure not only precise, but also fast and flexible decisions, swift accomplishments, and valuable interactions. This will alter their approach towards providing, managing, and monitoring their initiatives and resources and help them meet the demands of a constantly and rapidly changing business environment. Lean | agile provides them with an unparalleled competitive advantage that will impact their bottom line in a positive and sustainable manner.
This presentation focuses on the characteristics of Lean | Agile enterprises and how they approach financial planning and investment approaches in a more flexible way. We talk about “Beyond Budgeting” (also known as “Beta-Complex”) that eliminate traditional budget and budget reporting and discuss their validity and impact.
PWC Report on the Future of Work: Disruptive innovations are creating new industries and business models, and destroying old ones. New technologies, data analytics and social networks are having a huge impact on how people communicate, collaborate and work. As generations collide, workforces become more diverse and people work longer; traditional career models may soon be a thing of the past. Many of the roles and job titles of tomorrow will be ones we’ve not even thought of yet.
The document discusses the benefits of adopting an agile approach to software development and project management. Some key benefits mentioned include faster time to market, increased productivity, fewer defects, cost savings, and better employee engagement. Adopting agile approaches allows organizations to build high-quality products that customers value more quickly by delivering in short iterations and incorporating frequent customer feedback. It also helps reduce risks and eliminate waste compared to traditional sequential development methods. Successfully implementing agile requires changes not just to development teams but also to organizational structures, processes, and culture.
The document discusses how leading entrepreneurs are thriving and surmounting 21st century business challenges. It describes how some entrepreneurs have embedded digital transformation at the core of their business strategy and operations. This helps them scale faster while mitigating risks. Specifically, it provides examples of how some companies use social media tools, data analytics, cloud computing, and mobile technologies in their daily operations to improve communication, decision making, reduce costs and drive global expansion.
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.”
The document discusses the importance of developing an authentic employer brand to attract and retain talent. It outlines that an employer brand framework can help companies take a brand-led approach to hiring aligned with their values and corporate brand. It also helps identify gaps between a company's current employee experience and future aspirations, and brings corporate brand messages to life in an employment context. The goal is to build understanding of what external talent values and define appealing messages to attract these candidates.
Discover the performance of best-in-class Digital Finance Leaders and benchmark your performance in a number of key finance operations areas. Discover why, for many, finance transformation starts with a simple switch from Excel.
MACPA Annual Meeting and Town Hall Professional Issues Update took place on June 18, 2015 at JHU in Rockville, MD. With a love audience of 165+ and another 200 via webcast it set a new record.
This includes the polls held during the session that identified the demographics, top challenges, and other key information from the membership.
The document outlines the career experience and education of Sergio A. Sanmiguel A. It describes his roles as an accountant and financial analyst at several multinational companies in Colombia including AIG, Baker Hughes, PwC, Ernst & Young, and Deloitte. His responsibilities involved financial reporting, accounting, auditing, tax analysis, and reducing processing timelines. He is currently pursuing an undergraduate degree in accounting and holds an associate's degree in accounting and finance. His skills include financial analysis, reporting, budgeting, risk management, and internal controls.
Laura Shayne has over 10 years of experience as an executive assistant and office manager. She has strong communication, organizational, and problem-solving skills. She has assisted with legal issues, budgeting, vendor negotiations, and event planning. Her experience spans the healthcare, accounting, insurance, and entertainment industries.
Nancy J. Drevo is a student at Wayne State College in Nebraska seeking a job utilizing her concentrations in public accounting, finance, and international business. She has a 3.5 GPA and will graduate in May 2016 with a Bachelor of Science in Business Administration. Her resume outlines her relevant education including a semester abroad in the Czech Republic and participation in The Fund for American Studies summer program. She gained accounting and finance experience as an intern at the American Public Power Association. Her resume also lists honors, activities, and previous employment as a hostess and cashier demonstrating customer service skills.
Lisa Miller is an experienced international finance professional with over 15 years of experience in microfinance and international development. She currently works as a Regional Planning and Financial Analyst for FINCA International, where she provides guidance and oversight for 7 microfinance institutions in Latin America with a $180M portfolio. She has extensive experience in financial reporting, budgeting, and project management from previous roles at ACDI/VOCA, Cargill, and serving as a Peace Corps volunteer.
Linnea Garlock has over 20 years of experience in accounting and human resources. She has expertise in fixed asset accounting, general ledger accounting, payroll, and safety programs. Garlock is currently pursuing a Master's degree in management and holds certifications in human resources. She is enthusiastic, adaptable to change, and skilled at implementing improvements to streamline processes.
Linnea Garlock has over 15 years of experience in human resources and accounting. She holds certifications as a Professional in Human Resources (PHR) and SHRM Certified Professional (SHRM-CP). Garlock has worked in human resources management and accounting roles for companies in construction and manufacturing. She is proficient in HR systems, payroll, accounting software, and Microsoft Office. Garlock strives to improve processes, implement changes, and provide excellent service to help companies succeed.
Tracy E. Jones has over 15 years of experience in accounting roles including staff accountant, fixed asset accountant, and consultant. She has expertise in accounts receivable, accounts payable, general ledger, financial reporting, asset management, and accounting software like Oracle, PeopleSoft, and QuickBooks.
Mark Eiland White is an accountant seeking new opportunities. He currently works as an Accountant I for the Property & Casualty Insurance Guaranty Corporation, where he handles full cycle accounting. Previously, he served as a Personnel Services I for Robert Trent Jones Golf Trail, greeting visitors and assisting with golf course operations. White has a Bachelor's degree in Accounting from Auburn University and is working towards his Master's in Education from the University of West Florida. He is pursuing his CPA certification and was involved with various organizations during his time at Auburn.
Michael Anderson is seeking work in digital forensic recovery and analysis to assist civil and criminal attorneys. He has over 30 years of experience as a special agent for the IRS investigating financial crimes and as a computer investigative specialist recovering electronic evidence. Some of his notable cases include uncovering tens of thousands of stolen identities that led to convictions, and recovering obsolete accounting software to prove a $60 million tax fraud. He has testified as an expert witness over 20 times in federal court.
Edward Stewart has over 20 years of experience in accounting, financial analysis, and auditing. He is currently the Controller/CFO of Atlantic Recycling Group, where he has streamlined accounting processes, improved financial reporting, and negotiated financing. Previously, he held financial and analyst roles at Rinker Materials/CEMEX and CSX Corp, developing budgets, forecasts, and identifying cost savings. He has an MBA and is a licensed CPA with proficiency in SAP and Dynamics GP accounting software.
K. Todd Bittner has over 20 years of experience in financial services and accounting. He currently works as an Executive Director and Strategic Finance Architect at JPMorgan Chase, where he is responsible for implementing process flow mappings and leading projects related to securities finance and internal controls. Previously, he held roles such as Global Corporate Controller and CFO at a global consulting firm, and Assurance Manager at PricewaterhouseCoopers auditing mortgage banking clients. Bittner has expertise in areas like financial reporting, process re-engineering, and data analysis. He holds a B.S. in Accounting from Salisbury University and is a Certified Public Accountant and Chartered Global Management Accountant.
Elizabeth A. Robinson has over 30 years of accounting experience including her current role as Financial Reporting Supervisor at MassHousing Finance Agency where she supervises bond programs and escrow accounts totaling $2 billion. Previously she was Controller at Schooner Capital LLC where she managed accounting for assets over $300 million. She holds a Bachelor of Arts from Hope College and is a certified public accountant in DC and Massachusetts.
David Garrett is an accounting and information systems graduate seeking a position in finance. He has over 3 years of experience working as a junior business analyst and financial intern for the Navy where he tracked budgets, funding, and spending for aircraft carriers and divisions. Garrett held several leadership roles in his university's Black Student Union where he oversaw budgets of $8,000 and fundraising events. He is proficient in Microsoft Office, databases, and accounting software.
- Doug Wille has diverse experience leading turnarounds and growth as president of a commerce company and managing director of other organizations, with a focus on operations, sales, and finances.
- He has a background in accounting and expertise in Six Sigma and TQM methodologies with a proven track record of improving processes, reducing costs, and driving profitability.
- Wille's experience spans multiple industries and company sizes, from startups to Fortune 500 companies, demonstrating an ability to succeed in different environments.
The document is a resume for Larisa Strijicova, who is a CPA candidate with over 20 years of experience in accounting, auditing, taxation, and financial services. She has held roles as a Tax Accountant, Auditor, and General Manager. She is currently pursuing her Master of Science in Accounting and Financial Management from the University of Maryland University College with anticipated graduation in 2017.
Janice B. Martin is a Senior Financial/Budget Analyst with over 25 years of experience in accounting, budgeting, and financial reporting. She has extensive experience implementing financial systems and preparing detailed reports and analyses to meet deadlines. Currently she works as a Senior Financial/Budget Analyst at Railinc in Cary, NC where she manages budgets, creates complex reports, and provides financial information to senior management.
This document is a resume for Eleanor P. Luu seeking an accounting leadership position. She has over 15 years of experience in executive accounting management including overseeing accounting functions, developing procedures, and training accountants. Her background includes experience with revenue, cost, and fixed asset accounting as well as federal contracting laws and industry best practices. She is proficient in various accounting software and seeks to utilize her leadership, communication, and accounting skills.
Special student presentation on a career in accounting and the job outlook for becoming a CPA.
MACPA CEO Tom Hood, voted second most influential leader in the CPA Profession in Accounting Today’s 2013 list of the Top 100 Most Influential People in Accounting (his ninth time on the list) sees five fundamental shifts facing accounting now – Leadership, Learning, Technology, Generations and Workplace. In a world of rapid change and increasing complexity, the winners will be those individuals and organizations who can keep their L>C², their rate of learning must be greater than the rate of change and greater than their competition. Tom’s updates are always popular for CPAs and include the latest trends and issues the profession is facing locally, nationally, and globally.
High Performing Firms-Growth Through A Winning Culture and Thriving in the Sh...Tom Hood, CPA,CITP,CGMA
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
Leading in the Age of Transformation is the theme of the Colorado Society of CPAs Leadership Council. This is the professional issues update to provide context from future trends and issues facing the CPA Profession.
For more information about that meeting contact Mary Medley, CEO of the COCPAs
Strategic Management Accounting for Business and Career SuccessKen Witt
Identifies the skills and competencies that accountants need in order to contribute to the strategic success of their employer in a complex, global business environment.
It’s not a secret that the need to modernize traditional finance operations and evolve into a “Digital Finance” organization has become a key priority for finance leaders.
In this video recap of the webinar held on 12/11/ 2019; Raul Vega, Auxis CEO, discussed the key risks and challenges organizations typically face as part of their transformation journey, and how to develop and execute a strategy that provides the business case and outcomes you expect based on your specific company size and needs.
What was covered:
- What does Modern Finance really mean?
- Digitization as a Key Element of the Modern Finance Organization
- Most Common Tools you should be implementing as part of your Digital Finance journey
- What’s driving RPA’s growth?
- Implementation Strategies & Alternatives
- How Outsourcing can help finance executives self-fund their Digital Finance Strategy and drive faster outcomes
Tom Hood, CEO of MACPA and the Business Learning Institute, gave a presentation on the future of accounting professionals. The presentation covered several topics:
1. Changes in the accounting profession such as new standards, globalization, and the use of new technologies like XBRL.
2. Emerging issues like the changing workforce as different generations enter the profession, and the need for accountants to expand their skills and take on more strategic advisory roles.
3. Trends that will impact organizations like the CGMA designation which recognizes management accounting expertise, and initiatives like integrated reporting that evaluate organizational performance more holistically.
Talent Acquisition: Case Study PresentationsWorkforceNEXT
Presented by Dora Rodriguez - Manager Corporate Recruiting at Enterprise Products Partners, Kristy Sidlar - Executive Director Human Capital Solutions at Allegis Global Solutions.
Middle east salary_guide_hiring_insights_2021JawaidHameed2
The aticle discusses the ME salary guide hiring insights in 2021. You may also use the below link to check out the Applicant hiring and tracking system for small businesses (FREE Trial):
https://vivahr.grsm.io/f6boqxc6a4mg
Is accounting ripe for disruption? Despite some great bright spots, the profession was recently ranked as the second most likely to be disrupted by the Economist magazine.
Tom Hood talks about the shift change and the bright spots and challenges facing our CPA Profession in the future. He concludes with the skills needed to navigate and turn these disruptive threats into major opportunities.
The old 80's party tune from Timbuk 3 aptly describes the state of the accounting profession in 2014 - "The future's so bright, I gotta wear shades." Accounting was ranked as the third best career by a US News and World Report's Best Jobs issue in 2014. With an unemployment rate of half the national average (3%) and a growth rate of 13% for the next ten years according to the U.S. Bureau of Labor Statistics most recent report, demand for accounting professionals is at an all time high and projected to continue into the future.
This presentation covers the current state of the accounting profession and includes research about the future from the AICPA CPA Horizons 2025 Project.
For more information on strategic planning, curriculum development and training on the new skills (success skills) needed see our website at http://www.blionline.org
Tallent management ibm smarter workforcegule mariam
The document discusses challenges that companies face in attracting and retaining talent. It notes that addressing talent gaps is a top concern for company executives. A study found that 87% of HR executives say employees feel increased pressure and stress. The document then lists various talent management solutions offered by IBM that can help companies assess skills, develop leaders, engage employees, analyze workforce data and optimize hiring and retention. These include solutions for recruitment, learning, performance management, succession planning and compensation. An example is also given of how IBM tools helped a seasonal employer improve hiring speeds and reduce time to productivity.
This document provides an agenda and summaries for a presentation by Paul Young on the topics of close, consolidate and reporting cycles. The presentation covers Paul's background and areas of expertise. It then outlines trends in accounting for 2022 related to employee expectations, regulatory scrutiny, and inflation. Other topics on the agenda include continuous reporting, accounting trends for 2022, technology improvements for organizations, and challenges for chief financial officers. Risk management, internal audit, artificial intelligence, virtual close cycles, and supply chain issues are also discussed.
Without setting the right goals and following the right steps Digital Transformation can turn out to be nothing more than digitizing without accomplishing much.
ADP ReThink Global HCM 2015: Driving Innovation, Expertise and InsightADP, LLC
The document discusses ADP's investments in insight, expertise, and innovation to help clients address challenges in human capital management. It outlines ADP's expansions in managed services, global compliance services, and recruitment process outsourcing. It also discusses partnerships with SuccessFactors and the creation of ADP innovation labs and a marketplace to deliver new solutions and insights through analytics. The goal is to help clients elevate their impact and strategically address talent management challenges on a global scale.
Best Practices in Financial Planning and Analysis | 2013 Business Analytics S...Cartegraph
Loras College is proud to present our annual Business Analytics Symposium on March 27, 2014 at the Grand River Center in Dubuque, IA. Industry experts will share their insights about the evolving field of business analytics opportunities. Learn about everything from best practices when analyzing data to the importance and benefits of building a culture of analytics within your organization.
To learn more, secure your seat or to take advantage of group discounts visit www.loras.edu/bigdata.
This document provides an agenda for the 2nd Annual Excellence in Data Analytics for Shared Services & Outsourcing conference taking place on March 15-16, 2016 in Singapore. The conference will feature 19 industry leaders and over 15 case studies on applying analytics within shared services. Topics will include implementing analytics roadmaps, using analytics for procurement, finance, HR and other functions, building analytics centers of excellence, and change management for analytics adoption. Attendees will learn how other organizations have used analytics to reduce costs, improve processes, and drive business decisions. Interactive sessions are also included to discuss challenges and solutions with peers.
MACPA CEO Tom Hood, voted second most influential leader in the CPA Profession in Accounting Today’s 2013 list of the Top 100 Most Influential People in Accounting (his ninth time on the list) sees five fundamental shifts facing accounting now – Leadership, Learning, Technology, Generations and Workplace. In a world of rapid change and increasing complexity, the winners will be those individuals and organizations who can keep their L>C², their rate of learning must be greater than the rate of change and greater than their competition. Tom’s updates are always popular for CPAs and include the latest trends and issues the profession is facing locally, nationally, and globally.
Elevating executive results: The c-suite’s guide to winning the war for talentAcertitude
Globalization, digital disruption, changes in workforce demographics, and shifting attitudes toward workplace engagement have created one of the most competitive and dynamic global talent markets in history. “Elevating executive results: The c-suite’s guide to winning the war for talent” identifies eight critical steps that enable companies and organizations to do a better job in finding – and keeping -- the leadership needed for sustained high performance in today’s demanding business environment.
1) The document discusses strategies for small business growth and planning. It notes that most micro and small businesses have moved away from employing staff.
2) It promotes the "Quickest Ever Goals & Business Planning Strategies" approach which can be done in 10 minutes to 10 hours and involves setting parameters and getting all involved.
3) The document also discusses risk management strategies and identifies the top five disruptors to small businesses as customers, production, competitors, regulation, and distribution based on a PWC study. It stresses the need to prepare for multiple futures.
This document provides an overview of achieving lean excellence in non-manufacturing supply chains. It begins with introductions and defining the differences between Six Sigma and Lean. It then discusses industry trends showing only 20% of companies have deployed Lean beyond manufacturing. Common barriers to Lean deployment are presented. The value of applying Lean to supply chains is explained, focusing on value stream mapping to identify waste. Finally, the document outlines a Lean methodology for non-manufacturing supply chains including current and future state mapping, identifying value-added activities, and establishing metrics to ensure continuous improvement.
Ähnlich wie MACPA 2014 Professional Issues Update - Special Business & Industry edition (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
The document discusses the need for CPA firms to reinvent themselves through innovation. It notes that while most firms see the need for innovation, few have identified clear innovation priorities or developed an innovative culture. The document provides strategies for firms to develop an innovation mindset, including understanding trends, prioritizing innovation initiatives, and cultivating skills like strategic thinking. It emphasizes that innovation must be a firm-wide, continuous effort to develop new offerings that create value for both existing and new clients.
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.
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.
This document summarizes a presentation given by Tom Hood on the changing landscape of the accounting profession and opportunities for career growth. It notes that technology is driving major changes in the industry, requiring accountants to become more adaptive to emerging trends. However, it also argues that demand for accounting services remains strong, with accounting job growth projected to be faster than average. It encourages embracing digital skills, anticipating changes, collaborating, lifelong learning, and focusing on the future to take advantage of new opportunities in advisory services and leadership roles in the evolving profession.
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
This presentation was given to Loyola University (Maryland) Accounting Alumni Circle on November 18, 2015. It includes our latest research in trends and issues facing the accounting and finance profession from the Business Learning Institute.
It also covers the programs and initiatives of the Maryland Association of CPAs in the context of Hard Trends and our work with world renowned futurist, Daniel Burrus.
Gov't Regulation
Demographics and Talent Pipeline
Technology
The exponential pace of change has created an environment best described as VUCA. 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 commit to changing before you are being forced to. This session will show how to anticipate these trends and move from being a crisis manager to an opportunity manager.
• Anticipate marketplace trends that will shape future markets
• Understand emerging innovation faster
• Identify opportunities
• Develop clear actionable steps to accelerate growth for the
organization and its customers
Learning the skill of anticipation and being proactive for CPAs, accounting and finance professionals
Keynote - Thomson Reuters Synergy 2015 Conference
In this inspirational keynote, Tom will show practitioners how to explore new value-added services and position their practices for success in a rapidly changing world. He'll 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.
Tom Hood (Maryland Association of CPAs, Inc.)—Tom is passionate about three areas: leadership, learning, and technology. His recognition and awards reflect his leadership in helping CPAs "shape their future" through his work as the CEO of the Maryland Association of CPAs and the Business Learning Institute, a center for the development of leadership, strategic thinking, and collaboration skills for CPAs. In 2013, Accounting Today said about Tom, "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. Hood is doing as much as anyone—and more than most- to lead public accounting forward."
CPA Practice Advisor inducted Tom into the Accounting Hall of Fame in 2015. He was named the fourth most influential leader in Accounting Today’s 2014 list of the Top 100 Most Influential People in Accounting (his tenth time on the list). LinkedIn recruited Tom as one of their Top 150 Influencers, and he was named to the Top 25 Influencers in Learning by HR Examiner.
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We take a look at everything that you need to know in order to deploy effective WhatsApp marketing strategies, and integrate it with your buyer journey in HubSpot. From technical requirements to innovative campaign strategies, to advanced campaign reporting - we discuss all that and more, to leverage WhatsApp for maximum impact. Check out more details about the event here https://events.hubspot.com/events/details/hubspot-new-delhi-presents-unlocking-whatsapp-marketing-with-hubspot-integrating-messaging-into-your-marketing-strategy/
AI Transformation Playbook: Thinking AI-First for Your BusinessArijit Dutta
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MACPA 2014 Professional Issues Update - Special Business & Industry edition
1. Tom Hood, CPA, CITP, CGMA
Business & Industry Edition
Rockville, MD
March 26, 2014
2. Tom Hood, CPA, CITP, CGMA!
Tom Hood, CPA, CITP, CGMA
CEO
MACPA www.macpa.org
and
Business Learning Institute (BLI)
www.blionline.org!
http://www.linkedin.com/in/tomhood/!
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.
– Accounting Today Magazine!
• Named the Second Most Influential in
Accounting by Accounting Today Magazine
2013
• Linked-In Top 150 Influencer
• Top 25 Influencers in Learning & HR by HR
Examiner
• Top 25 Thought Leaders in Public Accounting
by CPA Practice Adviser
• Working on Learning Management with
AICPA/CPA2Biz, Cloud Curriculum,
Performance Management !
21. 212121
Of Global CFOs do not believe
that the ‘CFO’ title adequately
covers the diversity in the role
Chief Future Officer?
Finance Forte Survey 2011
Ernst & Young
22. 222222
Report the ability to find the right
skills is progressively more difficult
the higher the roles are within the
organization
Chief Future Officer?
Plugging the skills gap 2012
EIU
68%
23. 232323
Chief Future Officer?
Turning the Tide; Accenture
40%Reported high-end
analytical skills as being
the future success of their
organization
But only
15%
Of those have these skills available
24. 242424
Talent Pipeline Draining Growth 2012
CGMA
Developer of talent pipeline
Of c-suite respondents agreed
that the ability to attract, retain
and deploy the right talent is
‘the’ main competitive
advantage
over a
third
27. 272727
Recognizes value in non-financial
measures*
* Extent of value provided - % of respondents selecting 8-10 on a scale of 10.
Rebooting Business - 2012
CGMA
29. Big Data enabled finance
• A minority (23%)
report no role in
anlaytics
• Another minority
(21%) claim a
leading role
• A 55% majority say
finance partners
with others
(55% = 37% + 9% + 9%)
• Interviews agree
on a collaborative
role
From insight to impact - 2013
CGMA
35. 353535
The catalyst for Innovation
§ Garners C-suite support for innovation
§ Promotes a culture of innovation permeating the whole
company, not just R&D
§ Devices employee incentives to both encourage
innovation and innovative culture
§ CFOs drive for predictability and reliability - an obstacle to
innovation
§ Flexibility and tolerance of failure are necessary
§ Financial processes and metrics need to be aligned with
innovation lifecycle
§ Learns to ‘live with ambiguity’
Managing Innovation- 2013
CGMA
37. 373737
The role of finance throughout the innovation lifecycle
Leading innovation and managing risk Managing Innovation- 2013
CGMA
38. 383838
Chief Future Officer?
Leading through Connections: IBM
75%Collaborative
67%
Communicative
% of CEOs that identified these skills as CRITICAL for
future success
61%
Creativity
39. 393939
Chief Future Officer?
Turning the Tide; Accenture
52%Report international skills
as being critical for the
future success of their
organization
But only
18%
Of those have these skills available
40. 404040
Of the global respondents
identified ‘strategic vision’ as the
hardest skill to find for executive
roles within their organizations
Chief Future Officer?
Plugging the skills gap 2012
EIU
55%
41. CFO of the Future will create strategic impact
50. 505050
777
Greatest value coming from
non-financial sources*
* Extent of value provided - % of respondents selecting 8-10 on a scale of 10.
CFO of the Future will create strategic impact
888
Will be data enabled
222222
The role of finance throughout the innovation lifecycle
Leading innovation and managing risk
666
Talent Pipeline Draining Growth 2012
CGMA
Developer of talent pipeline
242424
CFO – Striking the right balance
87. Federal
Agenda
• Mobile
Workforce
• What’s
at
Stake
• DATA
Act
• Keep
cash
basis
for
personal
service
companies
(S
Corps
Partnerships)
• Stop
Patent
Trolls
88. “If
you
don’t
want
to
be
involved
in
poli,cs,
then
be
prepared
for
the
consequences
of
those
that
do.”
2,500
Bills
-‐
188
Legislators
–
90
days
89. CPA
Day
2014
CPA Day in Annapolis – January 29th, 2015
90. The
MACPA
2014
Agenda
ü Stop sales taxes on services
ü Protect contributory negligence
ü Prevent combined reporting
ü Prevent unnecessary CPA legislation
ü Promote the Maryland
Competitiveness Coalition’s Work
95. New
Appointments:
Art
Flach
–
Grant
Thornton
Phil
Kolb
–
University
of
Bal,more
Two
emerging
issues:
1)
Firm
Mobility
2)
Defini,on
of
Aeest
(SAS,
SSARS
+
SSAEs
(SOC
reports)
3)
CPE
in
small
bytes
97. “It
is
more
important
to
stop
bad
bills
than
pass
good
ones.”
-‐
Calvin
Coolidge
–
President
• Sales
tax
on
accoun,ng
and
tax
services
(defeated
several
,mes)
1997
-‐
HB
580
,2001
HB
1337,
2004
HB
1364,
2007
-‐
HB
448
,
2012
HB
1051
• Maryland
corporate
accountability
(SOX
and
404
for
private
companies
and
non-‐profits)
2003
–
SB
560
• Debt
counseling
registra,on
by
CPAs
2011
-‐
SB
741
• Maryland
Tax
Preparers
2007
-‐
HB
998
• Compara,ve
fault
(several
,mes)
1998
SB
618
,
2000
-‐
SB
779,
2001
SB
483
,
2007
-‐
HB
110
• Elimina,on
of
audit
requirements
for
Maryland
cemeteries
2011
–
SB
352
•
AG
opinion
allowing
CPAs
to
include
Social
Security
numbers
on
documents
for
tax
services
–
8/30/2011
• Got
Exemp,on
from
MSP
Private
Inves,gator
Registra,on
If
not
us,
Who?
98. Building
and
Maintaining
the
CPA
Infrastructure
• Separate
funding
for
the
State
Board
2006
-‐
HB
103
• Experience
requirement
to
make
Maryland
CPAs
compa,ble
with
UAA
(Uniform
Accountancy
Act)
2001
-‐MD
COMAR
09.24.03.1
• Ethics
requirement
for
CPE
2006
-‐MD
COMAR
09.24.02.02
• Mandatory
peer
review
and
prac,ce
quality
2005
–
HB
1223
• Exemp,on
for
CPAs
from
Maryland
(and
federal)
tax
preparer
regula,on
2008
-‐
SB
817
• Prac,ce
mobility
2008
-‐
HB
1296
• Expanding
acceptable
CPE
methods
2009
-‐
HB
69
• 120/150
CPA
exam
legisla,on
2011
-‐
SB
287
• Restricted
audits,
reviews,
and
compila,ons
to
CPAs
and
added
safe
harbor
for
compila,ons
2011
-‐
HB
328
• State
Board
of
Public
Accountancy
reauthoriza,on
2013
-‐
SB
238
99. “Our world is governed by numbers generated by the accounts of
nations and corporations.” – Jane Gleesom-White
Maryland founded on March 25, 1634 (380 years old)
MD CPA Law passed on April 10, 1900 (114 years old)
105. The Next Gen CPA Leaders…
1. are proactive, flexible, adaptive and collaborative by nature;
2. have regained the trust of their clients and the public at large;
3. have successfully bridged the profession’s “leadership gap” by
focusing on succession planning, personal growth, and
generational cooperation;
4. have created the profession’s premier global industry
standards and best practices;
5. have redefined the profession through work / life integration,
collaboration, and a team-first approach; and
6. have earned a reputation as technological innovators.
106. How?
1. Professional unity
2. Work / life integration
3. The evolving nature of
leadership and new
leadership models
4. Proactive, goal-focused
planning
5. Networked
collaboration
6. Embracing and adopting
new technologies
From:
To:
Hierarchy
Network
Transactions
Relationships
Efficient
Effective
Well managed
Well led
Command Control
Connect
Collaborate
Push
Pull
Good
Great
115. Curriculum design by BLI and
AICPA usingTop 5
Competencies for future from
CPA Horizons research and job
levels from the BLI “Bounce”
Model. Leadership and
Communications were combined
and the 5th category expanded
to include practice specialties for
firms and functional areas for
corporate.
Examples would include:
Corporate Accounting, FPA,
divisional reporting, shared
services, etc.
CPA Firms would have audit, tax,
industry specialties.
These technical areas would
have specific curriculums
designed to meet their specific
technical competency needs.
116. 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 firms do - competency–based
curriculum, career paths, and just-in-time learning, and
our own custom DS learning center. ! ! ! !
!- Allen DeLeon, Managing Partner
121. Era
Years
Typical thing
managed
Best known
company
Content
mgmt focus
Mainframe
1960-1975
A batch
trans
IBM
Microfilm
Mini
1975-1992
A dept
process
Digital
Equipment
Image Mgmt
PC
1992-2001
A
document
Microsoft
Document
Mgmt
Internet
2001-2009
A web page
Google
Content
Mgmt
Social and
Cloud
2010-2015
interactions
Facebook
Social
Business
Systems
Systems of Record
Systems of Engagement
122. Information Chaos
Systems of Engagement and
Record misaligned.
Mobile means information
leaking everywhere.
Information coming faster
than it can be digested.
More silos than ever – and
new ones in the cloud
The “business” circumvents
IT.
We’re spending too much
on technology.
Information
Opportunity
End to end process
synchronization.
Governance occurs
regardless of device.
Analytics automatically
categorizes and disposes.
Governance occurs
regardless of location.
IT spend aligned with
opportunities.
Cloud opportunities to save
on legacy.
Business Benefit
Processes transparent to
customers.
Employees and customers
work on their own device.
Static information now at
rest put into motion.
It doesn’t matter where
information “lives.”
A new business/IT
alignment.
IT shifts from a cost center
to value creator.
128. Generational Issues
Tone at the Top
Cross generation meetings
Communication with Feedback frequently
Trust try
Openness
Embrace technology
Build on strengths
131. 1. All
cloud,
all
the
,me.
2. Technology
3. Mobility
4. An
open
mind
5. Coffee!
EssenLals
1. Don’t
manage.
Lead.
2. Hire
the
right
people.
3. Communica,on.
4. Integra,on
–
Outlook,
contacts,
e-‐
mail,
calendars
5. Updates
/
connec,ons
Managing
virtually
Jody
Padar
Jason
Blumer
Jennifer
Katrulya
132. Work is not a
place, it is what
you do.
And
What you do
while working
is fundamentally
different.
133. 5
virtual-‐work
essen,als
1. The
right
technology
2. The
right
mobile
solu,ons
3. The
right
apps
4. In-‐office
tech
support
5. In-‐office
moral
support
138. Picture: John Drake - Flickr!
“…where the most important skill is the ability to
acquire new skills…” - Robert Safian - FastCompany!
139. T!
“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
their
COMPETITION.”
-‐
Tom
Hood,
CPA.CITP.CGMA!
6/24/13!
140. You can’t beat the machine…!
But you can win if you work with the machine…!
142. Career
Advice
Winning
the
race
against
the
machine!
1. Know Yourself - Strengths, Values Passions!
2. Create Protect your brand - You are the CEO
of You, Inc.!
3. Keep your LC!
4. Work like an immigrant!
5. Think like an artist!
144. A leader s
job is to
define
context and
provide
hope and
inspiration...#
145. Tom
Hood,
CPA.CITP
CEO
Maryland
AssociaLon
of
CPAs
Business
Learning
InsLtute
(443)
632-‐2301
E-‐mail
tom@macpa.org
Web
hcp://www.macpa.org
Blog
hcp://www.cpasuccess.com