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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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FEATURED

Stop Complaining and Start Innovating

The pandemic requires new thinking with new business models.

By Tamera Loerzel

Considering the many long-term ramifications from the pandemic on the accounting profession, I would start with a “clean sheet of paper” to position your firm for future success,

MORE: Private Equity at the Gates | 12 Shifts to Ensure Firm Success | How to Reinvent the Firm for the COVID Age | Why It’s Time for an Acquisition | Three Ways the Accounting Profession Has Changed | Ramping Up for the Year Ahead
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Firms today require new thinking, new business models, and new ways of operating, staffing, managing work, and measuring success.

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FEATURED

You Like Being Remote, But What About Your Clients?

Businesswoman with headache at laptop2020 shed new light on diversity.

By Tamera Loerzel

Wow, we have learned so much from this pandemic. The toll of the illness, deaths and impact to our medical providers and so many more has been staggering; there are lasting lessons and change that can benefit us all.

MORE: Advisory Services: Real Commitment or Just Talk? | COVID-19 Shakes Up M&A Activity | We’re in the Fast Lane… Can Your Partners Keep Up? | 2021: You’ll Never See ‘Normal’ Again | SURVEY: We Adapted to Remote Work … Now What? | SURVEY: 2020’s Disruptions Are Only the Beginning | COVID Brought Us More and Better Client Communication
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Obviously, one of the most significant changes firms made is the swift move to remote back in March. This move to remote can be a competitive advantage for firms that truly embrace it now and aren’t waiting (or hoping) to “go back” to how it was.
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FEATURED

2020 Outlook: Making Volume Manageable

Remember who’s watching.

By Tamera Loerzel

A big issue that I have seen firms struggle with is volume. To help manage and reduce the volume to free up time for proactive, future-oriented initiatives, firm leaders need to get laser focused.

MORE: 2020 Outlook: More Engagement, Less ‘Efficiency’ | Non-Traditional Hires Might Be the Answer | Focus on Business Development | Innovate and Anticipate | Balance Advisory and Compliance | Talent Shortage Drags On | Demand Is High | Business Development Goes Borderless | Data Import on the Rise | Becoming the Most Valuable Advisor | Top Three Tips for 2020 Success | Where Do You Want to Be? | Dicey Disruptions | Upstream Mergers | Staffing Gets Creative
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Three places you can start and take incremental steps to make progress in truly driving change in your firm include:
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FEATURED

2019: NextGen Realities

Flex work, project-based learning, and app-connected clients.

By Tamera Loerzel
The Rosenberg MAP Survey

This next generation of leaders is eager to embrace changes in technology, pricing, and service — all to add new value to clients and the market.

MORE FROM THE MAP SURVEY: 2019: When CPAs Go Extinct | 2019: Appetite for Growth Unabated | Why You Need a Tech Strategy Consultant | 2019: Why Small Firms Shun Mergers | 2019: Expect More Alliances | 2019: Firms Grapple with Change
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But even some the most successful firms are struggling with the challenge, hindered by retiring partners who struggle to let go and turn over the reins to future leaders.
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OUTLOOK & ANALYSIS

SURVEY: Extending Retirement Turns off Future Leaders

Older businessman taking a coffee break“Many buy/sell agreements just aren’t financially feasible.”

By Tamera Loerzel
Rosenberg MAP Survey

A major trend in 2016 that continued throughout 2017 is that there are too many trends for firm leaders to focus on!

This often leaves many firm leaders overwhelmed and unsure where to spend their time and resources. Here are my top three:

MORE FROM THE MAP SURVEY: Firms Struggle to Retain Clients, Key Players | Offshoring on the Rise | Tech Advances Will Lead to Dichotomy | Be a Consultant or Be Left Behind
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1. While attracting, retaining and developing top talent continues to be a top issue, firms that are winning the people race have worked to ensure a unified partner group.
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LEADERSHIP

A Winning Culture Is an Intentional Culture

Tamera Loerzel: "Are you defining your culture or letting it define you?"4 steps you can take today.

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: A Call for Change: An Open Letter to Each Generation
GoProCPA.comExclusively for PRO Members. Log in here or upgrade to PRO today.

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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CHARTS & GRAPHS

SURVEY: Recruiting and Retention Are Challenges

Clock facesTrue flex programs become more important.

By Tamera Loerzel
The Rosenberg MAP Survey

In 2015, firms continued to struggle with a shortage of people.

MORE FROM THE SURVEY: New Leaders Promoting Positive Changes | Cybersecurity Grows in Importance | Mergers Spur Growth | Accounting Profession Demands Swift Change | Don’t Just Win Work, Figure Out Why | Talent Wars, M&A Frenzy Continue | Next-Gen Leaders Getting Restless | Mergers Keep Racing Forward  | Do You Have a Firm or a Co-op? | Accountability, Equity, Compensation Are Concerns | MAP Survey Top 10 Findings | CPA Firm Revenues Rise a Hefty 8%
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The challenge of firms to attract, retain and engage their top talent has been a top focus and will continue to be an area all firms need to address to remain competitive and achieve their growth and succession goals.
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PRO Member Exclusive

Growth, Succession Plans Critical for Firms

2016-ROUNDTABLE-OUTLOOK-FOR-ROSENBERG-MAP-COMMENTARY-VF-240x219More from the Rosenberg MAP Survey.

They say “past results are no indication of future performance.” Maybe. Maybe not. But if anyone should know, it’s our panel of experts, their comments drawn from the new edition of The Rosenberg MAP Survey. These are their bullet points and comments, verbatim, looking back at the last 12 months and looking ahead to 2016. – Rick Telberg, CEO

By Tamera Loerzel
ConvergenceCoaching

Lessons from 2015:

Capacity is the number one challenge in firms today. Turnover, millennials working differently (and many leaving the profession) and succession all continue to impact capacity in firms. As mature partners with deep technical or industry expertise and rainmaking ability exit, firms are left with a gap that leaders have struggled to develop and replace at the pace they need to.

More on the  2016 Outlook & Forecast: CPA Firm Growth Rates Hit a Wall  |  The Five Treacherous Factors Hobbling Today’s CPA Firm  |  Sam Allred: Change Agents Needed  |  Allan Koltin on Talent Wars Go from White Gloves to Boxing Gloves  |  Get the full report: The Rosenberg Map Survey

Growth continues to be a focus for firms and most firms are blessed with positive growth this year, including a combination of both organic and inorganic growth through M&A activity. The challenge is managing growth to ensure firms have the people – at the right levels with the right expertise – to serve the clients.

Forecast for 2016:

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