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He Said, She Said: Is a succession plan really beneficial?

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Does it make sense to have a succession plan in place amid the ever-evolving landscape of today’s business world, where turnover of team members and even owners has become the norm? Here, we explore the merits and drawbacks of succession planning in such a dynamic environment.

He said: Is the glass half empty or half full? The answer is that it is both. There are numerous valid reasons for having a succession plan in a firm, and many of these reasons vary depending on the size of the firm.

She said: Many small and midsized firms tend to delay developing a succession plan. Often, founders are either too occupied with building the business or, like many, simply procrastinating. Succession seems a long time away, and devoting significant time, effort and money to developing a succession plan may seem less urgent than something like addressing hiring or replacing talent. Developing a succession plan may be seen by some leaders as an inefficient use of resources.

He said: Most of us would like to think that continuity of a multipartner firm would rank at the top of the list. It could be argued that a succession plan ensures that leadership transitions smoothly, minimizing disruption to clients, staff and overall operations. This continuity helps maintain stability within the firm. Even in our relentlessly changing environment, a succession plan provides a clear roadmap for who will take over key roles, minimizing disruptions.

She said: I agree with that. But playing devil’s advocate, I also have seen the downsides of succession planning, which are inflexibility and false security. In a rapidly changing firm, for example, a strict succession plan may quickly become outdated, requiring frequent revisions that could potentially undermine its effectiveness.

He said: You are right. Continuity can be a double-edged sword. Maybe there is a different way to plan for succession. Universal talent development, for instance. Succession planning encourages the development and retention of high-potential employees. It identifies future leaders and provides them with the necessary training and experience, enhancing overall organizational capacity.

By developing talent without directly naming future leaders, the firm can identify and develop any number of individuals who are interested and capable for upcoming leadership positions. This provides an immediate benefit to the firm since it is now developing its talent and boosting staff morale and engagement.

She said: That is certainly a valid point, and I am seeing this done more often. Firms must identify the technical and leadership skills required for the future and start developing leadership skills for teams of professionals who are excited about embracing whatever skills the future requires. The leadership skills and strategies that helped firms succeed in the past do not necessarily reflect what will position them for success in the future.

Talent development not only nurtures the necessary skills but also ensures the transfer of institutional knowledge and expertise to next-generation leaders. It also opens the door to considering nontraditional talent for certain roles. This process is crucial for retaining valuable skills and insights within the firm. Additionally, fostering a culture of continuous learning and development helps attract and retain top talent, enhances employee engagement, and drives innovation.

He said: Planning for succession also has a side benefit to the firm. If done correctly, it allows the firm to adapt to changing market conditions, client needs, and industry trends by ensuring that leadership remains agile and responsive. The most detrimental mistake leadership can make is becoming complacent and assuming they know everything. Such an attitude stifles growth, innovation and adaptability, preventing the organization from responding effectively to changing market conditions and new challenges.

She said: Strong leaders know that agility is critical for success these days. Effective leaders should cultivate a mindset of continuous learning and openness to new ideas, encouraging feedback and collaboration across all levels of the organization. This kind of holistic approach fosters a culture of innovation, resilience and agility. Additionally, by remaining humble and curious, leaders can better anticipate and address potential issues, ensuring the organization’s sustained growth and competitiveness.

They said: Implementing a succession plan offers significant advantages even in today’s changing business environment. Succession plans offer continuity and stability, help manage the risks associated with sudden departures, and align with long-term strategic goals. They also promote talent development, enhance client confidence, and preserve the firm’s value during transitions.

However, the practicality of a succession plan can be challenged by the resource-intensive nature of its development and maintenance, potential inflexibility, and the unpredictability of constant turnover. Moreover, reliance on a succession plan might lead to complacency, cultural resistance, and a short-term focus that overlooks immediate challenges and opportunities. It can also discourage those up-and-coming leaders who may feel overlooked in the process.

To address these challenges, we recommend firms consider adopting a more flexible, modular succession plan. These types of plans combine the stability and strategic alignment of traditional succession planning with the agility required in a dynamic environment. By balancing long-term planning with adaptability, firms can better manage risks, develop talent, and ensure seamless transitions, while remaining responsive to their unique circumstances and evolving needs. Developing and implementing a succession plan requires significant time, effort and financial resources, but in the end, it is worth the effort.

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Accounting

XcelLabs launches to help accountants use AI

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Jody Padar, an author and speaker known as “The Radical CPA,” and Katie Tolin, a growth strategist for CPAs, together launched a training and technology platform called XcelLabs.

XcelLabs provides solutions to help accountants use artificial technology fluently and strategically. The Pennsylvania Institute of CPAs and CPA Crossings joined with Padar and Tolin as strategic partners and investors.

“To reinvent the profession, we must start by training the professional who can then transform their firms,” Padar said in a statement. “By equipping people with data and insights that help them see things differently, they can provide better advice to their clients and firm.”

Padar-Jody- new 2019

Jody Padar

The platform includes XcelLabs Academy, a series of educational online courses on the basics of AI, being a better advisor, leadership and practice management; Navi, a proprietary tool that uses AI to help accountants turn unstructured data like emails, phone calls and meetings into insights; and training and consulting services. These offerings are currently in beta testing.

“Accountants know they need to be more advisory, but not everyone can figure out how to do it,” Tolin said in a statement. “Couple that with the fact that AI will be doing a lot of the lower-level work accountants do today, and we need to create that next level advisor now. By showing accountants how to unlock patterns in their actions and turn client conversations into emotionally intelligent advice, we can create the accounting professional of the future.”

Tolin-Katie-CPA Growth Guides

Katie Tolin

“AI is transforming how CPAs work, and XcelLabs is focused on helping the profession evolve with it,” PICPA CEO Jennifer Cryder said in a statement. “At PICPA, we’re proud to support a mission that aligns so closely with ours: empowering firms to use AI not just for efficiency, but to drive growth, value and long-term relevance.”

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Accounting

Accounting is changing, and the world can’t wait until 2026

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The accountant the world urgently needs has evolved far beyond the traditional role we recognized just a few years ago. 

The transformation of the accounting profession is not merely an anticipated change; it is a pressing reality that is currently shaping business decisions, academic programs and the expected contributions of professionals. Yet, in many areas, accounting education stubbornly clings to outdated, overly technical models that fail to connect with the actual demands of the market. We must confront a critical question: If we continue to train accountants solely to file tax reports, are we truly equipping them for the challenges of today’s world? 

This shift in mindset extends beyond individual countries or educational systems; it is a global movement. The recent announcement of the CIMA/CGMA 2026 syllabus has made it unmistakably clear: merely knowing how to post journal entries is insufficient. Today’s accountants are required to interpret the landscape, anticipate risks and act with strategic awareness. Critical thinking, sustainable finance, technology and human behavior are not just supplementary topics; they are essential components in the education of any professional seeking to remain relevant. 

The CIMA/CGMA proposal for 2026 is not just a curriculum update; it is a powerful manifesto. This new program positions analytical thinking, strategic business partnering and technology application at the core of accounting education. It unequivocally highlights sustainability, aligning with IFRS S1 and S2, and expands the accountant’s responsibilities beyond mere numbers to encompass conscious leadership, environmental impact and corporate governance. 

The current changes in the accounting profession underscore an urgent shift in expectations from both educators and employers. Today, companies of all sizes and industries demand accountants who can do far more than interpret balance sheets. They expect professionals who grasp the deeper context behind the numbers, identify inconsistencies, anticipate potential issues before they escalate into losses, and act decisively as a bridge between data and decision making. 

To meet these expectations, a radical mindset shift is essential. There are firms still operating on autopilot, mindlessly repeating tasks with minimal critical analysis. Likewise, many academic programs continue to treat accounting as purely a technical discipline, disregarding the vital elements of reflection, strategy and behavioral insight. This outdated approach creates a significant mismatch. While the world forges ahead, parts of the accounting profession remain stuck in the past. 

The consequences of this shift are already becoming evident. The demand for compliance, transparency and sustainability now applies not only to large corporations but also to small and mid-sized businesses. Many of these organizations rely on professionals ill-equipped to drive the necessary changes, putting both business performance and the reputation of the profession at risk. 

The positive news is that accountants who are ready to thrive in this new era do not necessarily need additional degrees. What they truly need is a commitment to awareness, a dedication to continuous learning, and the courage to step beyond their comfort zones. The future of accounting is here, and it is firmly rooted in analytical, strategic and human-oriented perspectives. The 2026 curriculum is a clear indication of the changes underway. Those who fail to think critically and holistically will be left behind. 

In contrast, accountants who see the big picture, understand the ripple effects of their decisions, and actively contribute to the financial and ethical health of organizations will undeniably remain indispensable, anywhere in the world.

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Accounting

Republicans push Musk aside as Trump tax bill barrels forward

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Congressional Republicans are siding with Donald Trump in the messy divorce between the president and Elon Musk, an optimistic sign for eventual passage of a tax cut bill at the root of the two billionaires’ public feud.

Lawmakers are largely taking their cues from Trump and sticking by the $3 trillion bill at the center of the White House’s economic agenda. Musk, the biggest political donor of the 2024 cycle, has threatened to help primary anyone who votes for the legislation, but lawmakers are betting that staying in the president’s good graces is the safer path to political survival.

“The tax bill is not in jeopardy. We are going to deliver on that,” House Speaker Mike Johnson told reporters on Friday.

“I’ll tell you what — do not doubt, don’t second guess and do not challenge the President of the United States Donald Trump,” he added. “He is the leader of the party. He’s the most consequential political figure of our time.”

A fight between Trump and Musk exploded into public view this week. The sparring started with the tech titan calling the president’s tax bill a “disgusting abomination,” but quickly escalated to more personal attacks and Trump threatening to cancel all federal contracts and subsidies to Musk’s companies, such as Tesla Inc. and SpaceX which have benefitted from government ties.

Republicans on Capitol Hill, who had —  until recently — publicly embraced Musk, said they weren’t swayed by the billionaire’s criticism that the bill cost too much. Lawmakers have refuted official estimates of the package, saying that the tax cuts for households, small businesses and politically important groups — including hospitality and hourly workers — will generate enough economic growth to offset the price tag.

“I don’t tell my friend Elon, I don’t argue with him about how to build rockets, and I wish he wouldn’t argue with me about how to craft legislation and pass it,” Johnson told CNBC earlier Friday.

House Budget Committee Chair Jodey Arrington told reporters that House lawmakers are focused on working with the Senate as it revises the bill to make sure the legislation has the political support in both chambers to make it to Trump’s desk for his signature. 

“We move past the drama and we get the substance of what is needed to make the modest improvements that can be made,” he said.

House fiscal hawks said that they hadn’t changed their prior positions on the legislation based on Musk’s statements. They also said they agree with GOP leaders that there will be other chances to make further spending cuts outside the tax bill. 

Representative Tom McClintock, a fiscal conservative, said “the bill will pass because it has to pass,” adding that both Musk and Trump needed to calm down. “They both need to take a nap,” he said.

Even some of the House bill’s most vociferous critics appeared resigned to its passage. Kentucky Representative Thomas Massie, who voted against the House version, predicted that despite Musk’s objections, the Senate will make only small changes.

“The speaker is right about one thing. This barely passed the House. If they muck with it too much in the Senate, it may not pass the House again,” he said.

Trump is pressuring lawmakers to move at breakneck speed to pass the tax-cut bill, demanding they vote on the bill before the July 4 holiday. The president has been quick to blast critics of the bill — including calling Senator Rand Paul “crazy” for objecting to the inclusion of a debt ceiling increase in the package.

As the legislation worked its way through the House last month, Trump took to social media to criticize holdouts and invited undecided members to the White House to compel them to support the package. It passed by one vote.

Senate Majority Leader John Thune — who is planning to unveil his chamber’s version of the bill as soon as next week — said his timeline is unmoved by Musk. 

“We are already pretty far down the trail,” he said.

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