عرض العناصر حسب علامة : الابتكار
الجمعة, 02 يونيو 2023 14:47
رسالة دكتوراه: نموذج هيكلي لتأثير ممارسات إدارة الموارد البشرية على أداء العاملين في ظل وجود الاغتراب الوظيفي
هدف هذا البحث بصفة أساسية إلى تحسين مستوى أداء العاملين بالجامعات المصرية، من خلال دعم ممارسات إدارة الموارد البشرية وبخاصة المتعلقة بالاغتراب الوظيفي.
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رسائل ماجستير و دكتوراة
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الثلاثاء, 24 مايو 2022 07:26
إنفوجرافيك.. كيف تبتكر داخل شركة محاسبة؟
الابتكار يمكن أن يدفع شركات المحاسبة إلى ما وراء طرق التفكير القديمة والعمليات التي عفا عليها الزمن. إنه يضمن أننا نقدم للعملاء ما يريدون حقًا
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إنفوجرافيك
موسومة تحت
الخميس, 22 سبتمبر 2022 08:25
جوائز التمويل من أجل المستقبل 2021
باب التسجيل مفتوح لجوائز تمويل المستقبل 2021. تحتفي الجوائز بالقادة الماليين الملتزمين ببناء مستقبل مستدام ومعالجة قضايا البيئة والمجتمع والحوكمة من خلال التفكير المتكامل.
معلومات إضافية
- المحتوى بالإنجليزية 2021 is a crucial year for climate change. With COP26 being hosted by the UK in November, Finance for the Future will be celebrating climate action, alongside the categories that continue to recognise financial leadership in driving sustainable economies.
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الأحد, 12 سبتمبر 2021 12:58
من أين يبدأ المسئول؟
يشير جاري بومر، قائد فكر إدارة التكنولوجيا والممارسة، إلى النقطة الحاسمة وهي أنه لكي تنجح شركات المحاسبة في الابتكار، يجب أن يكون شخص ما مسؤولاً عنها. سواء كانت شريكًا أو مسؤولًا رئيسيًا للابتكار أو حتى لجنة صغيرة، تحتاج الشركات إلى وضع وجه للابتكار، ومحاسبة شخص ما عن بناء وتعزيز ثقافة تشجع وتدعم الإبداع، والتي تستفيد من الأفكار الجديدة والطرق الجديدة للقيام بالأشياء، والتي تطور بشكل روتيني حلولًا جديدة. للتأكد من حدوث كل ذلك، يجب أن يكون هناك شخص مسؤول عنه بشكل منتظم.
معلومات إضافية
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المحتوى بالإنجليزية
Where does the buck start?
By Daniel Hood
April 01, 2021, 9:00 a.m. EDT
2 Min Read
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In a recent column, technology and practice management thought leader Gary Boomer makes the critical point that, for accounting firms to succeed at innovation, someone needs to be responsible for it. Whether it’s a partner or a chief innovation officer or even a small committee, firms need to put a face to innovation, to hold someone accountable for building and reinforcing a culture that encourages and supports creativity, that leverages fresh ideas and fresh ways of doing things, and that routinely develops new solutions through a systematized pipeline. To make sure all that happens, someone needs to be in charge of it on a regular basis. The buck, as they say, needs to stop somewhere.
But where does the buck start?
The simplest answer is: anywhere and everywhere. While ultimate responsibility for innovation in a firm must reside with a single person or very small group, innovation itself can come from multiple sources — from partners and entry-level staff, from clients and customers, from software vendors and joint venture partners, from everyone and anyone who can have an idea. In fact, one of the key responsibilities of a chief innovator is to make sure that everyone in the firm and within its sphere of influence feels empowered to innovate, to make suggestions, to dream up new services, new solutions, new methodologies and new processes. Imagination is no respecter of rank or propriety; good ideas can well up anywhere. (Our cover storyon technology and audit quality offers a great example: an associate at the most junior level built a data workflow and visualization for their own personal use that’s now saving countless hours for staff all across a Big Four firm — see page 6.)
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Innovation can start with anyone; it can also start anywhere. Great ideas for improving a practice area can certainly come from the staff in those departments, but they can also come from their clients, or from admin staff who handle the billing for those services, or from the banker or lawyer who referred those clients to the firm. Good and interesting ideas pop up in all sorts of places — if you’re looking for and encouraging them.
Just as important as all that is the fact that innovation can come in a multitude of forms, and is definitely not limited to technology. To be sure, many innovative ideas can be substantially enabled by hardware and software, but that’s about elaboration, not origination, and it’s a mistake to expect that only the tech-savvy will be coming up with million-dollar ideas.
As with most everything else, innovation was accelerated by the COVID-19 pandemic. Dozens of firms created new solutions for figuring out when clients could safely reopen their offices, or built Paycheck Protection Program calculators, or otherwise dreamed up unusual ways to keep their clients afloat. Necessity was the mother of invention there, but necessity won’t necessarily disappear when the pandemic is over — just the perception of pressure. Clients will still need radical new solutions to changing environments, firms will still need to build them, and they will still need to encourage their development wherever they may spring up.
Innovation may be just a few people’s responsibility — but it should be part of everyone’s job.
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موسومة تحت
الخميس, 11 مارس 2021 12:54
اكتساب وقت ثمين من خلال التكنولوجيا
يكمن جمال الحركة الراديكالية في أنها كانت دائمًا قائمة على الابتكار
معلومات إضافية
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المحتوى بالإنجليزية
Gaining valuable time through tech
By Jody Padar
March 09, 2021, 11:51 a.m. EST
5 Min Read
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I have been talking about accounting firm transformation for so many years now that sometimes it seems like I’m on repeat. What was “radical” five or ten years ago — the cloud, for example — is now a reality for pretty much every firm.
The beauty of the radical movement is that it’s always been based on innovation. It used to be that we were waiting for tech to catch up so we could really go full throttle with transformation. But the tech we need to radically transform our firms and add back valuable time is already here. Here’s how to harness it.
The why
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Why should you invest in a best of breed tech stack? Why do you want to upend your current processes and migrate clients to a new model?
The truth is that inefficiency is costing you money and opportunities.
It’s harder to see in a firm that bills by the hour, but inefficiency is still there. Take last year — how many more of your clients came to you and your staff for help with everything from PPP loan forgiveness to cash flow forecasting? What other advisory services did you provide? If a firm wasn’t positioned to offer these services or didn’t have the capacity to offer them, that’s a problem. It’s hard to focus on advisory when you’re busy doing data entry and repetitive tasks.
If you know your people are busy, but you can’t tell if they’re efficient or even effective, there is a better way.
Data is the catalyst for change
What data, you might ask? Data gleaned from team surveys, interviews with key personnel and timesheets.
Information from data gathering can be grouped into four categories:
Pricing: Billing rates, scope mismanagement and allocation of hours;
People: Staff to manager ratio, communication, professional responsibilities and specialization;
Process: Documentation, silos, duplication and standardization; and
Technology: Replacing antiquated tasks with automated tech, in-house tech experts.
Your goal will be to look at each of these areas eventually, but transformation can still be achieved one area at a time. Let’s dive into each of these areas more.
Pricing
One of the many challenges with hourly billing is that hourly rates tend to remain stagnant year after year. As client size and/or scope increases, too often the billing rate stays the same. This in turn lowers the value capture.
That challenge is often made worse with scope creep; an area where teams need training. They need to be aware of what is included in an engagement and what’s not, and have the ability to communicate with the client and say, “I can absolutely help you with this, but it’s outside the scope of our engagement and I will need to charge for it.”
This is where pricing strategy comes in. Look at the services your current client base is buying and organize offerings into packages that align with those services. Make sure everyone knows the parameters of what’s included and encourage (and train) your team to communicate with clients better.
You also want to find out how hours are allocated across the firm. A common issue firms experience is that their highest value resources — partners and managers — are doing lower-value work. This drives up the cost of engagements and erodes profitability. What to do? Train your staff on how to deliver advisory services. Remove some of their workload with automated tech. It’s a win-win.
People
Speaking of staff, managers and partners, do you know what the staff-to-manager ratio is at your firm? You should. The top 25 CPA firms had an average 19:1 ratio as of 2018. If your firm moved closer to that benchmark, you’d likely see a contribution margin increase of around 60 percent. For that to happen, you will need to increase staff capacity by around 16 percent and shift 400 hours or so from partners and managers to staff. It can be done with tech.
You may also consider splitting up managers so they can specialize in a certain area. Specialization boosts value — it saves time, allows new services that can be developed and sold, and lets people thrive according to their skill set and personality. For example, a mid-size firm might have bookkeeping, accounting advisory and tech advisory as their three core areas. Restructuring processes is often the first stage in team specialization.
Process
Your goal here is to create standard processes that every team, office and department will follow. Without standardization, your clients can’t expect consistent results. Once you have your processes documented and standardized, how do you communicate that to the organization?
In this way, you can help guide clients toward best practices, instead of letting them decide how your workflow happens. (Paper receipts, anyone?)
Look for the results from staff surveys and stakeholder interviews. Identity silos, document every process for every service, and look for duplicates of any step in the process.
Tech
Last, but certainly not least, if there is an available tech option that automates an antiquated or repetitive process, run toward it with open arms. This will free up so much time within your firm.
You’ll also need people in your firm who are tech specialists. Not tech-certified CPAs, but more like in-house technicians with accounting backgrounds who understand how AI and tech impact accounting workflow. These people are leaders and will spearhead the firm’s tech-driven initiatives. You need an accounting tech visionary if you will.
Tech alone can’t fix broken processes, but when better tech plus standard processes, the result is like magic. As your firm integrates technology, the pricing model must evolve.
Automation tech lets firms scale up without adding more staff or hours. What does it take for a mid-size firm to sustain 2 percent quarterly growth? If a firm operates “as-is,” it cannot achieve that growth without hiring an additional staff person. However, a firm with substantial tech assistance can gain around 9,000 hours a year to reinvest in training, technology, advisory and growth.
After all, the business we’re in is bigger than accounting. Accounting is one piece of the entire pie.
If your vision for the firm doesn’t include filling hours with additional work, there’s something to be said about going home early. That too can be transformational in other ways.
How will you spend your time in 2021?
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