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The Future Ready CPA - Moving from Compliance to Reliance

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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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The Future Ready CPA - Moving from Compliance to Reliance

  1. The$Future$Ready$CPA$ Moving'' From''Compliance'' to'Reliance$ Riding$the$waves$of$change!$
  2. The'Future'Ready'CPA':' Moving'from'Compliance'to'Reliance$ Tom$Hood,$CPA,$CITP,$CGMA$ @tomhood$
  3. The # 1 Challenge
  4. 0 2 4 6 8 Poor reputation No personal relationship Inadequate staff to meet needs Not using state-of-the-art technology Fees were too high Expertise of former CPA was lacking Referral to a new firm from someone CPA had poor responsiveness CPA didn’t give proactive advice, only reactive service Why SMBs Leave Their CPA / Accountant
  5. www.blionline.org Source: CPA.COM Insight into the CPA of the Future Study 2014 Only 8% of CPAs are Future Ready Future Ready is the capacity to be aware, predictive, and adaptive of emerging challenges, tech innovations, and trends and changes in business, population, and social environment.
  6. 5 Steps to be Future Ready 1. Context 2. Certainty 3. Capacity 4. Competence 5. Core Beliefs
  7. Context
  8. In the next five years we will TRANSFORM How we market, sell , communicate, collaborate, innovate, and educate – Dan Burrus
  9. More Uber cars than yellow taxis on the road in NYC
  10. Gradual then Sudden
  11. Will your job be done by a machine? Source: NPR Planet Money, May, 2015
  12. Are you using the language of the future or the past? Is your office & technology in the future or the past? Will students feel they are time traveling back in time? Do you know what your clients are facing now and in the future?
  13. Certainty
  14. Can you predict the future?
  15. •  Linear & Exponential Change •  Cyclical Change •  HardTrends vs SoftTrends Certainty
  16. HardTrends Four HardTrends: 1. Government Regulation 2. Technology 3. Demographics 4. Globalization
  17. 12,000 CPAs, 75,000 Comments over 15 years
  18. Relationships & Collaboration
  19. Disruption and RONI" The gap is widening, faster! Source: Clayton Christensen, “Innovation Killers” We think this is trade-off
  20. Capacity
  21. TheTop 6 Ways to Create Capacity in your Firm •  Maximize software & tools you have •  Use the latest and most efficient technologies •  Workflow & Process Efficiency •  Focus on your best ‘A’ clients •  Communicate your services (cross-sell) •  Engage your people
  22. Competency Disrup>ons $ $ $before$they$disrupt$ Problems $ $ $before$you$have$them$ Customer'Needs$ &before&they$have$them$$ New'Opportuni>es $before$the$compeBBon$ AnBcipate$ Source:$Daniel$Burrus$
  23. www.blionline.org
  24. ANTICIPATION' Strategic$Thinking$ External$Awareness$ Vision$ ConBnuous$Learning$ InnovaBon$ CreaBvity$ Problem$Solving$ PrioriBzaBon$ Business$Acumen$ Decisiveness$ Influencing/Persuading$ EmoBonal$Intelligence$ Consensus$Building$ CollaboraBon$ InspiraBon$ Risk$Management$ Anticipation –The Critical Competency •  Anticipating and reacting to the nature and speed of change. •  Acting decisively without always having clear direction and certainty. •  Navigating through complexity, chaos, and confusion. •  Maintaining effectiveness despite constant surprises and a lack of predictability. Source: Conference Board Global Leadership Forecast 2015
  25. Trust Integrity Objectivity Excellence Lifelong Learning Core Beliefs &Values Protect the Core & Stimulate Progress
  26. 5 Steps to be Future Ready 1. Context 2. Certainty 3. Capacity 4. Competence 5. Core Beliefs
  27. V A L U E Adding Insight forAction Information Wisdom Knowledge Data Compliance Reliance Source: CGMA & DIKW Pyramid V A L U E
  28. Calendar -The No. 1 App Spend just one hour per week in the future…
  29. If there is a conversation about the future of the profession, you're bound to hear Hood's name mentioned as one of the people leading the way. – Accounting Today Tom Hood, CPA, CITP, CGMA $ •  CPA$PracBce$Adviser$AccounBng$Hall$of$Fame$$ •  Named$the$Second$Most$InfluenBal$in$AccounBng$by$AccounBng$ Today$Magazine$2015$ •  Top$150$Influencer$by$LinkedVIn$ •  Top$25$Influencers$in$Learning$&$HR$by$HR$Examiner$ •  Top$25$Public$AccounBng$Thought$Leaders$by$CPA$PracBce$Adviser$ •  Working$on$$Learning$Management$with$AICPA/CPA2Biz,$$Cloud$ Curriculum,$Performance$Management$/XBRL,$Leadership$&$ GeneraBons$$ CEO Maryland Association of CPAs (MACPA) www.macpa.org Business Learning Institute (BLI) www.blionline.org http://www.linkedin.com/in/tomhood/
  30. “Identifying future trends and seizing the opportunities in the present is the key to our success – and it’s a skill we can learn.” DANIEL BURRUS Watch the Product Demo at BLIonline.org/AO Learn the skill of anticipation with Daniel Burrus. New York Times Bestseller, Futurist, and Fortune 500 Consultant
  31. The Anticipatory Organization™ Model The Anticipatory Organization™ Model is a powerful tool for leaders, emerging leaders, managers, planners, and sales teams. MODULE 1: KNOW WHAT’S NEXT HARD TRENDS are certainties. They will happen, regardless of your actions. SOFT TRENDS might happen—and you can influence them. An organization that can identify certainties and future disruptions will be better poised for success. MODULE 2: DEVELOP OPPORTUNITIES Every HARD TREND provides an opportunity. The question is whether you’ll be there to capitalize on it. The Anticipatory Organization™ Model helps you pre-solve predictable problems in order to identify and act on game-changing opportunities. MODULE 3: SHAPE THE FUTURE Your view of the future shapes the decisions you make today. And, the decisions you make will shape your future. This is your FUTUREVIEW® and it is a powerful force in shaping the future of both organizations and individuals. The Anticipatory Organization™ Model reveals the power of your FUTUREVIEW and teaches you to use HARD TRENDS to elevate your plans and realize the business you envision. MODULE 4: ACCELERATE SUCCESS When your entire team shares a common FUTUREVIEW that’s based around the certainty of HARD TRENDS, it drives your organization’s strategic velocity and accelerates success. A NEW TYPE OF LEARNING FOR A NEW TYPE OF SKILL The Anticipatory Organization™ Learning System is an accelerated learning platform. Each video is: Fast There is just one concept in each video, featuring instruction by Daniel Burrus. Short We are entering the age of micro-learning to align with the latest learning research. Each video only takes minutes. Reinforced Each video is followed by a Job Aid and Rapid Application Activities that teach the learner to apply the concept to everyday activities. LEARNING SYSTEM OVERVIEW Above is an example of the online learning interface, available on any device. SEE MORE AT BLIONLINE.ORG/AO Learn More and View the Product Demo at BLIonline.org/AO.
  32. How The Anticipatory Organization™ Online Learning Program Will Impact Your Organization BE PROACTIVE, NOT REACTIONARY The simplicity of the Anticipatory Organization™ model enables your organizaion to get out from under the weight of uncertainty and disruption; understand and apply compolex ideas; and engage the future head on. “Our world has gotten so complex and so rapidly changing that the issues get cloudy. [Gleaning] the certainty out of all that fog is critical.” —MICHAEL MANSPEAKER, Partner, Smith Elliott Kearns & Company, LLC “Your business will be better able to adapt to today’s environment.” —KEN KELLY, Chairman of the Board of Directors, Association of International CPAs “This is a set of strategies for making your firm work better in the future.” —DANIEL HOOD, Editor-in-Chief, Accounting Today “If you want to be ahead, if you want to best-in-class, anticipation is a must.” —TYSHEBA MORGAN, President, NABA Baltimore Metropolitan Chapter Contact Pam Devine to purchase for your group pam@blionline.org | 443.632.2321
  33. See What the Profession is Saying About The Anticipatory Organization™ “Reacting to change is no longer enough. Clients are starving for anticipatory guidance. In order to stay relevant to our clients, our firm must learn to anticipate change and help prepare for the opportunities before they arrive. We are thrilled to be able to offer our team the opportunity to learn anticipatory skills that make them future-ready and ensure that our firm will become more relevant as a trusted business advisor to our clients. The status quo of reporting as historians or simply reacting to change will only lead to the commoditization of our services, skills and knowledge.” JOEY HAVENS, CPA, CGMA, executive partner of HORNE LLP A TOP 50 FIRM RICHARD STANG, CPA, CGMA, Founding Parnter of DeLeon & Stang JOURNAL OF ACCOUNTANCY CPA PRACTICE ADVISOR CGMA MAGAZINE “These learning activities have significantly changed the way our team members think. “It’s no longer good enough to react to change and disruption. Our goal now is to adopt a ‘future view’ and help our clients take advantage of the opportunities that change and disruption provide.” Richard Stang, CPA, CGMA, Founding Partner of DeLeon & Stang.” “His prescription for getting started is surprisingly low-tech for a futurist who peppers his speeches with references to disruptive companies such as Netflix and Uber. His call to action for accountants? Give the future one hour a week. Block out your calendar for a weekly retreat of at least an hour from putting out fires and getting the day-to-day work done. Be religious about protecting that time.” “This transformative learning approach will help CPAs be proactive and anticipatory in less time than traditional professional development programs. The result is a powerful tool that will help everyone on your team know what’s next, develop opportunities, shape the future of the organization, and accelerate its success.” Accountants can find certainty in an uncertain world by separating hard trends from soft trends—the things that might happen and can still be influenced. ‘When you know what will happen, when you have that level of certainty, you have the confidence to make bold moves,’ Burrus said. ‘Strategy based on certainty has low risk and high reward.’ Contact Pam Devine to purchase for your group pam@blionline.org | 443.632.2321
  34. Module 1: Know What’s Next Lesson Topics Objectives LESSON 1: INTRODUCTION Program and Training Process Overview • Introduce the terms of the Anticipatory Organization™ • Overview of the learning process and the four modules LESSON 2: ANTICIPATORY ORGANIZATION™ MODEL DEFINED The Anticipatory Organization™ Model Imperative The Advantage of having an Anticipatory Mindset Why Strategic Foresight is more powerful than Hindsight • Define what an Anticipatory Organization™ looks like and why it’s important • Describe the missing competency: The ability to Anticipate (Disruptions, Problems, Opportunities) • Describe why Foresight is more powerful that Hindsight LESSON 3: PREDICTING CHANGE Finding Certainty in an uncertain world Certainty provides the confidence to make bold moves Certainty provides a new way to manage risk • Distinguish between Cyclical vs. Linear Change • Describe why strategy based on certainty produces low risk and strategy based on uncertainty produces high risk LESSON 4: IDENTIFYING HARD TRENDS Hard Trends represent future facts, they cannot be changed Three primary categories of Hard Trends • Distinguish between Hard Trends and Soft Trends • Create a list of Hard Trends that will shape your industry LESSON 5: IDENTIFYING SOFT TRENDS Soft Trend might happen and can be influenced Soft Trends are based on either Hard or Soft Assumptions • Distinguish Soft Trends from Hard Trends • Create a list of Soft Trends you can influence • Distinguish between Hard and Soft Assumptions LESSON 6: TRANSFORMATION INFLUENCERS Seeing the future by thinking Both/And Three Digital Accelerators provide future timeframes • Apply the Both/And Principle • Identify three digital change accelerators to see the exponential, predictable rate of change LESSON 7: FROM CHANGE TO TRANSFORMATION The shift from change to transformation • Differentiate between Change and Transformation • What are the processes that need to be changed? • What are the processes that need to be transformed? Learn More and View the Product Demo at BLIonline.org/AO.
  35. Module 2: Develop Opportunities Lesson Topics Objectives LESSON 1: EIGHT HARD TREND PATHWAYS TO INNOVATION Part 1: Intro to the Eight Hard Trend Pathways to Innovation Part 2: Dematerialization and Virtualization Part 3: Mobility, Product Intelligence, and Networking Part 4: Interactivity, Globalization and Convergence • Identify Eight Hard Trend Pathways that can be used to drive everyday innovation • Apply the Pathways to identify new opportunities to innovate in your organization LESSON 2: REDEFINING AND REINVENTING Identifying predictable problems and pre-solving them Redefining and Re-inventing products and services • Identify predictable problems based on Hard Trends • Focus on re-defining and re-inventing; processes, products, and services LESSON 3: APPLYING THE LAW OF OPPOSITES Applying the ‘Law of Opposites’ to drive everyday innovation • Apply the ‘Law of Opposites’ to find inventive solutions and game-changing innovations LESSON 4: TAKE YOUR BIGGEST PROBLEM AND SKIP IT Big problems are incorrectly defined • Describe the process for identifying the real problem LESSON 5: ANTICIPATING CUSTOMER NEEDS Anticipate customers future needs based on Hard Trends • Match opportunities to Hard and Soft Trends • Anticipate customer needs based on Hard Trends LESSON 6: IDENTIFYING AND DEVELOPING OPPORTUNITIES Certainty provides low risk opportunities Finding opportunities based on Hard Trend Certainties Identify Business Process transformations • Develop a list of low risk opportunities based on the Certainty of Hard Trends • Identify predictable business process transformations that will impact your organization LESSON 7: BECOMING AN OPPORTUNITY MANAGER Ranking and Refining Hard and Soft Trend opportunities • Rank and Refine opportunities by size, speed, and degree of risk • Identify and pre-solve predictable problems Learn More and View the Product Demo at BLIonline.org/AO.
  36. Module 3: Shape the Future Lesson Topics Objectives LESSON 1: THE POWER OF FUTUREVIEW Futureview® Part 1: Developing and Aligning Developing a compelling Futureview Aligning Futureview with current plans •Explain the components and characteristics of a Futureview mindset • Describe the importance of aligning your Futureview with current internal plans • Create a compelling Futureview inclusive of Hard Trends LESSON 2: USING HARD TREND TO ELEVATE AND ACCELERATE Elevate and Accelerate the organization’s current plan with Hard Trends • Describe key factors that impact current plans using the Hard Trend Methodology • Describe how Hard trends can elevate a current plan LESSON 3: FAIL FAST TO LEARN FASTER The Importance of Failing Fast The Advantage of Learning Faster • State the importance of setting success and failure points • State the importance of failing fast • Describe how to use a pre-mortem to accelerate success LESSON 4: DISRUPTOR OR DISRUPTED: YOU HAVE A CHOICE Disruptor or Disrupted: You Have a Choice • Describe how to choose between being the disruptor or the disrupted LESSON 5: USE CERTAINTY TO SELL YOUR IDEAS Use Certainty to Sell Your Ideas • Define a strategy to use Hard Trend Certainties to sell your ideas • Describe how to use Certainty to close a sale LESSON 6: INFORMING VS. COMMUNICATING The Communication Age Imperative • Differentiate between communicating and informing • Describe the Communication Age Tools LESSON 7: COOPERATING VS. COLLABORATING The Collaboration Imperative The tools of collaboration and communication • Differentiate between collaborating and cooperating • Differentiate between a Protect and Defend Strategy versus an Embrace and Extend Strategy Learn More and View the Product Demo at BLIonline.org/AO.
  37. Module 4: Accelerate Success Lesson Topics Objectives LESSON 1: CONDUCTING A TIME TRAVEL AUDIT An assessment of Past, Present, Future mindsets to Elevate Communication, Collaboration, and Action • Explain the components and characteristics of a Futureview mindset • Describe the importance of aligning your Futureview with current internal plans • Create a compelling Futureview inclusive of Hard Trends LESSON 2: ENDING THE WAR BETWEEN THE YOUNG AND OLD Combining experience and wisdom with new ways of communicating and thinking • Describe key factors that impact current plans using the Hard Trend Methodology • Describe how Hard trends can elevate a current plan LESSON 3: REWARDING DESIRED BEHAVIORS You get the behaviors you reward Rewards that reward desired new behaviors and eliminate negative behaviors • State the importance of setting success and failure points • State the importance of failing fast • Describe how to use a pre-mortem to accelerate success LESSON 4: SKIPPING BARRIERS TO ACCELERATE SUCCESS Skipping parts of a current plan to accelerate success Skipping barriers to accelerate success • Describe a way to apply the ‘Skip It’ Principle to current plans to accelerate success LESSON 5: ELEVATING TRUST Good Relationships are based on trust and trust is earned. Alter how you implement change to maintain or elevate trust • Describe how you could change how you implement a new process, procedure, product or service to maintain trust. • Describe how you could elevate trust. LESSON 6: DIRECT YOUR FUTURE OR SOMEONE ELSE WILL The Communication Age Imperative • Develop refined Futureview, share it with others • Apply Certainty to accelerate success • Correlate your products and services to the Hard Trends that will impact your customers future LESSON 7: CHOOSE TO BE EXTRAORDINARY The Collaboration Imperative The tools of collaboration and communication • Identify choices and strategies anyone can make everyday to become extraordinary • Demonstrate how to be extraordinary everyday Learn More and View the Product Demo at BLIonline.org/AO.

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