In a recent Accounting Today article, I lauded the value of strategic growth (not quite motherhood or apple pie, but pretty close), characterizing it as sustainable, efficient and profitable. This article goes on to address three of the most common questions about strategic growth I’m asked by firm leaders.
Hopefully, the questions and answers will resonate with you, as well.
Q: We’re just not getting there. Where are we going wrong in our efforts at strategic firm growth?
I see you and I know you’re trying! But here’s the thing: Strategic growth is a process, not an activity. Too often, firms attack growth with traditional marketing tactics, like thought leadership or stirring the pot on LinkedIn. But tactics are not strategy, my friends. They represent only the last third in a three-stage strategic growth process. And leap-frogging over the first two will not get you where you need to go.
The first stage is drilling down on research and analysis. Understand the size of various markets (think of them as ponds) with an eye to which have the most fish swimming around awaiting your net. Once you’ve identified a market or markets, the second stage is discovering your strategy. This is achieved by conducting interviews in your target industry markets, and comparing them to see which have the best conditions.
Only after taking these essential steps is it time to decide the specific tactic to use. Without the proper groundwork — steps one and two — it’s pretty much a hammer looking for a nail.
Q. I think we’re ready to discover our strategy. But who should lead the charge on this?
Once your research and analysis have led you to a market, you’re ready to hone your strategy. This effort should be led by industry and service-line leaders, senior people close to the action who are knowledgeable (or can become so) about the markets you’ve identified. They will have the ability to connect the dots that lead to the right strategy.
This is not a job for your marketing person, and it’s not a role for your managing partner, neither of whom has the needed market insight and experience. Nor should this be a task left solely to individual “book of business” partners. They have little experience in viewing growth from a market perspective. Their approach is to review their own book of business, seeking fish that resemble those they’ve already caught.
You say you don’t have certain service-line or industry leaders, and your leader lineup is thin? Go out and get them! It’s an essential investment today in becoming the firm of tomorrow.
Q. Where does strategic growth fit into driving revenue?
I hear it all the time, “Gale, we’ve got to drive revenue, we don’t have time for conducting interviews and mapping strategy.” The answer is the daily double. Firm leaders need to do two things at once — keep their nose down to the grindstone to deliver on today’s commitments, and concurrently up to the wind to ensure the firm’s future direction. By mindfully pursuing strategic growth today, you sow the seeds for a more robust orchard that will deliver the fruit you pick tomorrow, and longtime profitability and viability for your firm.
Finally, a public service announcement: Today’s favorable market conditions will not last forever. During times of plenty it’s tempting to focus on all that ripe fruit dropping onto the ground. But if we fail to invest in the work of planning for strategic growth, we risk waking up in a couple of years to a barren harvest.
A well-maintained fixed asset register is a cornerstone of effective financial management for any organization. Often underestimated, this detailed inventory of a company’s tangible assets goes far beyond an accounting requirement—it’s a vital tool for enhancing financial accuracy, operational efficiency, and strategic decision-making. In this article, we’ll explore the significance of a fixed asset register and how maintaining it can propel business success.
At its core, a fixed asset register is a comprehensive list of all significant physical assets owned by a business. This typically includes property, equipment, vehicles, machinery, and other long-term investments. However, its true value lies in its ability to provide insights that extend beyond simply cataloging assets.
Ensuring Accurate Asset Valuation One of the primary functions of a fixed asset register is to maintain accurate asset valuations. By updating the register to account for depreciation, improvements, or changes in market value, businesses can ensure their financial statements remain precise and in compliance with accounting standards. Accurate valuations not only inspire stakeholder confidence but are also crucial for meeting regulatory requirements.
Implementing Asset Tagging and Tracking A robust tagging and tracking system is essential for an effective fixed asset register. Using technologies like barcodes, RFID tags, or GPS tracking for mobile assets minimizes the risk of theft or loss and simplifies the process of physical verification during audits. This level of control provides added security and reduces the administrative burden associated with managing assets.
Leveraging Fixed Asset Management Software Specialized fixed asset management software can streamline the maintenance process significantly. These tools automate depreciation calculations, generate detailed reports, and even forecast maintenance requirements. By leveraging such technology, businesses can save time, improve accuracy, and enhance operational efficiency.
Reconciliation and Financial Consistency Regular reconciliation between the fixed asset register and the general ledger is essential to maintain consistency in financial records. This practice helps detect and resolve errors or discrepancies promptly, ensuring financial reports are reliable and up-to-date.
Aiding Strategic Decision-Making A well-maintained fixed asset register is an invaluable resource for strategic planning. It offers insights into asset utilization, helps determine when replacements are necessary, and supports forecasting for capital expenditures. Businesses can make data-driven decisions that maximize the return on their capital investments and enhance overall operational efficiency.
Supporting Insurance and Disaster Recovery For insurance purposes, an accurate fixed asset register is indispensable. It ensures that all assets are adequately covered, simplifies the claims process, and plays a critical role in disaster recovery scenarios. In times of crisis, having a detailed record can make the difference between a swift recovery and prolonged disruption.
Conclusion A meticulously maintained fixed asset register is more than a compliance requirement; it is a strategic advantage. It embodies financial precision, operational control, and informed asset management, enabling businesses to operate more efficiently and make better decisions. By prioritizing the upkeep of this essential tool, finance professionals and business leaders can foster resilience and drive sustainable growth.
Properly managing a fixed asset register not only strengthens day-to-day operations but also positions an organization for long-term success in an increasingly competitive business landscape.
Taxing Subjects (https://www.drakesoftware.com/blog): The Republican party can shape legislative priorities for the next two years, setting the stage for long-term policy changes. A downloadable resource offers a breakdown of key policy areas and action steps for tax pros and small businesses.
AICPA & CIMA Insights (https://www.aicpa-cima.com/blog): How the IRS and tax pros can both start prepping for any government shutdown.
Eide Bailly (https://www.eidebailly.com/taxblog): “Just in time for the holidays,” a federal appeals court has restored the Corporate Transparency Act requirement for businesses to disclose their beneficial owners.
Taxable Talk (http://www.taxabletalk.com/): And just like that, yet again, with an injunction’s stay, course is reversed.
The Tax Times (https://www.thetaxtimes.com): The IRS continues to claw back from non-filers, to the tune of 10 figures and counting.
The National Association of Tax Professionals (https://blog.natptax.com/): Favorite headline of the week: “The best gifts for the tax pro in your life this holiday season.”
National Taxpayer Advocate (https://www.taxpayeradvocate.irs.gov/taxnews-information/blogs-nta/): “‘Twas the night before tax season, and all through the land; Tax professionals were working, each with pen in hand; The forms were all sorted with numbers just right; who says tax accounting can’t thrill and excite?”
H&R Block has given the world just what it wants to see this holiday season: Santa Claus’s tax return.
Santa has a lot of itemizations to consider. Eight tiny reindeer depend on him for food and shelter, for instance, but are they dependents? How much can you give to one person before reporting it? Does Santa keep good mileage records for his 41.5 million miles? Santa isn’t an employee, so compensation (even in cookie form) over the threshold may create a 1099-NEC.
Old St. Nick, who files MFJ with Mrs. Claus, did all right on 1040 Line 34, but some of his numbers do bear examination: 6.3 million cookies and 2 million gallons of milk means a third of a gallon of milk per cookie. Will the deduction of coal, magic dust and sleighbells stand up to audit? At least Santa has plenty of time on his hands between January and April to find a good preparer.
“Even the jolly man in red takes time to report taxes,” reads the announcement from the tax prep giant. “He’s probably the world’s most famous small-business owner, running a gift-giving workshop and distribution network across the globe … Santa is giving us the first ever peek at his tax return and showing us how he used H&R Block Online and AI Tax Assist to get his maximum refund.”