Automation and outsourcing are not enough to sustain success and remain future-ready in the accounting profession. Challenges are continuous and occurring at an increasing rate for all firms and their clients. If your clients didn’t have dangers and opportunities, they wouldn’t buy your services.
Employees also have dangers and opportunities. Some leading firms are exploring ways to make their employees’ lives better, but more is being communicated about the client/customer experience. According to Joe Polish, founder of the Genius Network, trying to separate the client and employee experiences will end badly.
Questions provide permission to think.
1. How easy is it for clients to do business with your firm?
2. What differentiates your firm from competitors?
3. How easy is it for employees to work for your firm?
4. What differentiates your firm from other employment opportunities?
Employees and clients don’t choose to leave your firm based upon the brand. They leave because of relationships … a manager, partner or the experience. Technology can be a part of the solution, but generally not the most important part. According to Peter Drucker, “The only two things in a business that make money are innovation and marketing; everything else is cost.” While many will debate this statement, the important part is in the innovation and marketing message. It is part of your culture, and now may be the time to change a few mindsets.
The good news is you already have an “innovation lab” established with both your current employees and clients. Are you listening to what they are saying or are you projecting what you think they value?
You have probably read some of my previous articles and know that I believe checklists and a roadmap are not enough in transforming your business. To sustain success and remain relevant you need to also build scenarios to capture the opportunities. Checklists are typically focused on risk management and compliance. These
This is all about continuous improvement, but to get started and hold yourself and others accountable you must have a baseline and goals. The important part of your score is developing a strategy/plan to improve personally and organizationally. Start today by completing the scorecards. Discuss with others in your firm, develop a 90-day plan, and meet regularly to stay accountable. Do not procrastinate. You may also find it beneficial to seek outside assistance in gaining alignment and developing strategy.
