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OUTLOOK & ANALYSIS

Strategic Growth Is Key in Accounting This Year

Every year, the 2025 Rosenberg MAP Survey asks the industry’s top consultants to share their observations from CPA firms across the country: How do you think the next 12 months will unfold? Trends? Predictions? Other thoughts? Also, how would you assess the last 12 months? Trends? Observations? Struggles?

Do you have rainmakers? You’ll need them.

By Tamera Loerzel
 The Rosenberg Survey

The word that sums up the next 12 months is “uncertain.” With a “spongy” economy, changing legislation, tariffs and tax laws, private equity and continued mega mergers, and focus on growth, some firm leaders are causing a “wait and see” approach pausing investments in talent development, artificial intelligence and technology solutions, and other investments or change initiatives.

MORE: The 2025 Rosenberg MAP Survey is available from CPA Trendlines here.
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On the flip side, firm leaders who create a clear vision and unify around agreed-upon annual strategic priorities will thrive. Those who are committed to building a sustainable firm they can pass on to the next generation of leaders can absolutely do so while creating ownership opportunities and new ways of serving clients with innovative AI solutions, pricing strategies based on value and risk, and expanded advisory services.
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LEADERSHIP

Five Ways to Head Off Reluctant Leadership

two women talking while seated at a table

Focus on the results and behaviors, letting go of “how.”

By Tamera Loerzel

Partners often tell us that one of their number one succession concerns is wondering who will ascend to partner. The perception is that “there is no one interested in becoming a partner these days.”

MORE: You Need Capable Successors for a Seamless Transition | Generosity: The Root of Great Leadership
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Yet, when we talk to managers and senior managers (and even staff!), they are interested, but they don’t really know what it means to be a partner. They are also concerned that they would have to be a clone of the current partner(s) – and they’re not, nor do they want to be!
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OUTLOOK & ANALYSIS

Growth and Complacency Must Concern Accounting Firms This Year

Be proactive and intentional.

By Tamera Loerzel
The Rosenberg National Survey of CPA Firm Statistics

While I could list many trends, predictions and thoughts, I think there are two important considerations to pay attention to over the next 12 months:

  1. Complacency continues to run rampant in some firms. Growth has been good for most firms, which means profits have been good and partner compensation is at an all-time high for many, which gives a false sense of security.

EDITOR’S NOTE: Every year, The 2024 Rosenberg National Survey of CPA Firm Statistics asks the profession’s top consultants two sets of questions:

    • How do you think the next 12 months will unfold? Trends? Predictions? Other thoughts?
    • How would you assess the last 12 months? Trends? Observations? Struggles?

MORE: Solving Staffing Requires Intention | How Accounting Firms Are Handling the Staff Shortage | The Future of Fees | As Private Equity Closes In, Firms Seek New Answers to Staffing Problems | When Staffing Falls Short, Clients Get Culled | How Accounting Firms Are Dealing with Retirement | Next Five Years Are Critical for Accounting Firms | Staffing Turnover’s Down, But Why? | What’s Your Firm Worth? Private Equity Wants to Know | The New Pipeline: Outsourcing and Offshoring | Is This the Last Year of Accounting’s Golden Age?
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In addition, the noise from the M&A activity and private equity funding along with continued capacity and pipeline issues, velocity of emerging technologies, and other business model transformation needed, many leaders freeze with inaction. Those who delay or stop investing in developing leaders; HR and other operational roles; AI, RPA or other technologies; and more will be left behind.

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OUTLOOK & ANALYSIS

New Energy Comes from New Ways of Doing Business

two women having business discussion in front of laptop; wall of windows in background

One idea: a client service coordinator.

By Tamera Loerzel
The Rosenberg MAP Survey

EDITOR’S NOTE: Every year, the Rosenberg MAP Survey asks the industry’s top consultants to share their observations from CPA firms across the country. How do you think the next 12 months will unfold? Also, how would you assess the last 12 months?

While everyone is cautiously watching the economy, client needs and demand for accounting and advisory services continues to increase. Firms have to figure out how to run their practices differently to be available to do more with clients, help them solve problems, and make the shifts they need to make, too.

MORE: Outsourcing, Remote Work Will Help Firms Grow Capacity, Revenue | ‘Great Shakeup’ in CPA Firms on the Way | PE, Consolidations to Keep Impacting Accounting Profession | Soft Skills Are Front and Center | It’s Time for a New Business Model
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While 2023 busy seasons may have been “better,” a lingering fatigue continues. Firm leaders who are focused on new ways of doing business, staffing and serving clients will find relief and the ability to focus on important initiatives in their firms. And empower young partners and managers to try new things and lead change initiatives. They can see what’s possible and will make it happen.
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MANAGEMENT

Win with an Intentional Culture

It is the most important factor in attracting and retaining talent.

By Tamera Loerzel
Bridging the Gap

Firm culture is a term that is frequently used and often taken for granted. Assuming that your culture matches the firm’s stated goals isn’t wise, nor is considering the culture to be static and unchanging.

MORE: Each Generation Must Change
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To create and maintain a firm culture that delivers positive results and brings team members together to work toward a common cause, you must take action to ensure that the many elements contributing to an engaging, positive firm culture are all working to create concrete manifestations of the culture you desire to see.  
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