Each year, managing partners and executive committees spend considerable time scheduling and planning the firm’s annual partner retreat.
As we work with CPA firms around the country, it’s clear that managing partner performance and keeping everyone headed in a unified direction has become an increasingly difficult task
We’re living in a time when unprecedented numbers of firms are considering mergers and acquisitions.
In another article, we described the information binder firms should develop once they’ve determined that mergers/acquisitions are part of their growth strategy
In previous articles, we described two important preparatory steps that must be taken if your firm’s strategic plan includes mergers and acquisitions:
Over the years, I have been both haunted and motivated by a chapter in David Maister’s book True Professionalism.
Firm growth over the past 20 years has been amazing, creating a number of substantial, closely‐held businesses requiring strong leadership and direction
I have observed that many firms grow soft in periods of strong economic growth. People
become complacent and fail to challenge existing paradigms.
Suppose you are in the process of buying something very important to your success, but
the outcome of your purchase has the potential to impact you negatively.