15. Pass Safe Harbor legislationCPA Day in Annapolis January 18, 2012
16. Another way to look at standards & oversight Public Company Private Company Int’l Company Financial Reporting Audit /Attest Performance Standards Code of Conduct State Oversight & Enforcement of CPA License CPA Licensure
17. Three Drivers of Change THE NETGENERATION WEB 2.0 Wikinomics - The New Economic Order Inspired by Don Tapscott
20. Top 10 Trends (and the time to address is now) Pressures on Gov’t & rising deficit Changes in learning – informal & on-demand The cloud = flex, global, work anywhere Increasing complexity, ambiguity & change Globalization and economic shifts Information overload Shift to consumer power (push to pull) Workforce, demographics, the “she” economy Going mobile Social media = business MACPA is positioned well
21. Turbulent times require new skills and new ways of thinking “You can’t stop the waves, but you can learn to surf” - Jon Kabat-Zinn Photo: Pratt’s surfing page
22. IBM Global CFO Study shows movement to “Value Integrators”
23. The five enablers to high performance Technology Process efficiency & effectiveness Operating model (outsource & insource) Data analytics People Two major themes: Focus on execution and continuous improvement Source: IBM Global CFO study
24. The DNA of the CFO We see a group of people whose unique optic on the business has rightly earned them promotion to the forefront. A group who are embracing their increasingly strategic remit. And, who see their career choice as one to be celebrated – not a staging post to the role of CEO. Source: Ernst & Young : The DNA of the CFO
25. GT: The Evolving Accounting Talent Profile Developing soft skills Understanding and applying international accounting Understanding complex accounting and auditing standards Adapting to an evolving regulatory framework Addressing new external reporting needs Understanding ERP or IT systems and technological Employing quantitative risk management techniques Possessing specialized industry knowledge and understandingcompany's non-financial business drivers
26. The Decade of the CFO? The best CEOs in the world are a combination of CEO, COO and CFO. They are inspirational, financially literate and know the ins and outs of their business at a sophisticated level.
27. In 1997, the CPA profession crowd-sourced its future with over 3,500 CPAs in the CPA Vision Project Our core purpose, our reason for being is CPAs... Making sense of a changing and complex world. Here is what they said…
28. Our Vision Statement for the future is:( mandates to ourselves for a successful future) CPAs are the trusted professionals who enable people and organizations to shape their future. Combining insight with integrity, CPAs deliver value by: Communicating the total picture with clarity and objectivity, Translating complex information into critical knowledge, Anticipating and creating opportunities, and Designing pathways that transform vision into reality.
29. The DNA of the CPA as CFO Communication & Leadership Strategic & Critical Thinking Focus on the Customer, Client, and Market Interpretation of Converging Information Technologically adept
30. How Leadership is changing? From To Information Stocks Hierarchy Push Centralized Teacher Information Flows Network Pull Distributed Facilitator
31. Five Qualities of Extraordinary Leaders Sight - Ability to see emerging patterns and shift perspective when necessary Insight - Ability to learn faster than the rate of change in your industry Create - Ability to think strategically and critically to gain insights that create new opportunities Communicate - Ability to collaborate inside and outside your organization and to build and sustain social networks of people engaged in the work Inspire –Ability to mobilize support and engage others to join you in ACTION LC
43. The only question for leaders Have I made you feel stronger and more capable? Source: Emmanuel Gobillot - LeaderShift
44. Tom Hood, CPA.CITP CEO Maryland Association of CPAs Business Learning Institute (443) 632-2301 E-mail tom@macpa.org Web http://www.macpa.org Blog http://www.cpasuccess.com Connect – Protect - Achieve
Hinweis der Redaktion
Most experienced a journey consisting of two stages, withthe first being a series of significant investments in majortransformation projects and the second a stabilization periodwith an evolution to a continuous improvement culture.Common steps in their journeys include:• Employed all five transformation enablers• Started with technology-enabled process transformation• Implemented a scalable operating model• Matured data and analytics• Enhanced workforce effectiveness.
http://www-935.ibm.com/services/us/gbs/thoughtleadership/ibv-journey-to-new-value-integrator.htmlA culture of continuous improvement helps ensure benefitsgained from a transformation extend into the future. In suchan environment, process change is driven by the employeesthemselves, who also strive to continuously improve their ownskills.