During these unprecedented times, it is difficult to predict the future. Thus, the leaders of today’s CPA firms should focus on planning for diverse options based upon as many scenarios as possible.

There are many essential factors in planning an annual Partner Meeting, including selecting the appropriate discussion topics, and developing a relevant and strategic agenda. What made your firm successful in the past may not be the same formula that will lead to success in the future.

For many years M&A activity in the public accounting industry was primarily driven by succession planning issues. Surely, succession challenges still play a role in a firm’s decision to sell or merge.

What separates the good from the great teams? The difference is that they are skilled at avoiding common pitfalls in their team structure, have outstanding leadership and coaches, and implement game strategy.

One of the most challenging problems of leading a CPA firm in this very competitive environment is the ability to implement succession strategies and initiatives with a “sense of urgency.”

During these unprecedented times, it is difficult to predict the future. Thus, the leaders of today’s CPA firms should focus on planning for various options based upon as many possible scenarios as possible. This type of planning explores plausible potential business models and implementation processes for impending unknowns.

During these unprecedented times, it is difficult to predict the future. Thus, leadership should focus on planning for various options based upon as many possibly scenarios as possible. This type of planning explores plausible potential business models and implementation processes for impending unknowns.

As the economic recession and health concerns in our nation are at a pivotal point and closely linked in a "Perfect Storm," strategic-oriented CPA firm leaders will take more of a holistic approach to manage and lead their firms.