Newsletters

The Danger of Book of Business - Part 1

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Balancing “Book of Business” is one of the largest stumbling blocks for CPA firms.  It is difficult to resolve because it is symptomatic, for most firms, of some real trouble brewing. Optimal Book...

Metrics-Their Value is in Creating More Questions - Part 3

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In our two previous columns, we have discussed Realization, Leverage, Net Income per Partner, Business Generated and Capacity Budgeting™.  We will pick up this column working through a tool we use to...

Metrics-Their Value is in Creating More Questions - Part 2

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We discussed several metrics in the first column: Realization, Leverage, Net Income per Partner, and Business Generated. We will pick up this article with more metrics for your consideration. The theme...

Metrics-Their Value is in Creating More Questions - Part 1

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When it comes to metrics, we don’t spend a lot of time with them.  Don’t get me wrong, we look at them, but they are simply a view of the firm at a point in time, not a solution.  Metrics just help...

Equity Allocation and Reallocation - Part 3

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A REALLOCATION PROCESS In my last column, we reviewed how changes in ownership, without proper planning, can easily alter the decision-making dynamics in a firm forever. With this column, we want to introduce...

Accountability for Performance Management Part 6

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This is the last column in this series. We pick it up at the evaluation phase. As I mentioned at the close of the last article, in our view, for what we have been referring to as managing partner goals,...

The Job of the Managing Partner - Part 4

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In our first three columns focused on the managing partner, we covered: Managing Partner (MP) definition, considerations and Roles and Responsibilities Roles and Responsibilities of the Board of Partners...

Accountability for Performance Management Part 5

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We pick up this column with the four phases of the managing partner goal setting process.  As we introduced them in our last column, the phases are: Establishing the Goals: Guidance Suggestion Discussion Directive,...

Accountability for Performance Management Part 4

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Now that we are in our fourth column regarding performance, given all that we have covered in the first three, and as promised last time, it is time to pick up on how the managing partner should approach...

Accountability for Performance Management Part 3

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In my two previous columns on performance, I introduced our perspective of accountability and then talked through some example objective and subjective criteria.  We pick up our conversation in this column...

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For years, Bill was editor and columnist for a number of CPA State Societies’ Public Practice e-newsletters.  His column was called “In the Bill-iverse” where he shared his opinion on a variety of subjects, covering management, leadership, marketing, technology, governance, operations and more. Because of Succession Institute’s institutional knowledge about the innerworkings of CPA firms, these columns provide fairly timeless tips on how to approach and address a variety of common CPA firm problems and/or opportunities.  As well, Tommye, Bill and Dom will occasionally add to the Succession Institute archive with new articles and columns.