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Stop being so faithful to your old ideas

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Enjoy complimentary access to top ideas and insights — selected by our editors.

I was listening to a podcast the other day, and the guest and host kept using the term “promiscuity.” At first I was taken aback until I realized they were talking about being intellectually promiscuous — not falling so in love with an idea that you’re unwilling to change for the better.

The mindset is that great managers and leaders are always willing to change the way they think and run their businesses. Instead of staying married to the same old ideas and processes, maybe it’s time for us in this profession to become more intellectually promiscuous. 

Before we go any further, let’s clear the air: I’ve been happily married for almost 20 years. With a happy marriage, you are 100% committed, and you’ve “burned the boats” on self-doubt. Businesses are different. Technology changes, client expectations change, and your ideas should be changing too.

As accountants, we’re constantly feeling time pressure. Too often we don’t give ourselves enough time to work on our businesses because we’re so busy working in our businesses. Steven Covey would say, “We’re so busy sawing that we don’t have time to sharpen the saw.”

When getting work out the door is the top (and only) priority for your firm every day, you don’t have the luxury of looking for ways to get the work done faster, more efficiently and less stressfully. As a result, you get married to the same few ideas about how to run a firm, what it means to be a CPA and how to treat clients. It’s hard to get better and grow when you have such a narrow mindset. Ultimately it leads to declining revenue and staff turnover.

Fortunately (or unfortunately, depending on your perspective), change is here to stay. You can’t keep saying: “We’re going to ‘white knuckle’ our way through this thing until all this change is done.” That’s not going to work. Being “anti-fragile is what works — becoming stronger by leaning into change rather than running away from it. 

Al Davis, maverick former owner of the Oakland/Las Vegas Raiders liked to say, “I’d rather be right than be consistent.” Davis never stopped pushing the boundaries of how an NFL owner should behave. Sure, Davis made plenty of enemies, but he never stopped looking for ways to give his team an edge in the cutthroat world of professional football.

As accounting firm leaders, competitive threats are all around us. Those threats used to be limited to rival accounting firms.  Now, every aspect of your business is being encroached on by other industries that want in your clients’ pockets.  

As the old saying goes: “What got you here won’t get you there.” The way you ran your business five or 10 years ago won’t keep working today; it’s certainly not going to work in the future. You need to keep evolving if you want to stay in the game.

Client expectations. Client communications. Client response time. All those things have changed dramatically and will continue to change dramatically in the years ahead. Clients now expect it to be as easy to do business with their CPA as it is to do business with Amazon, Netflix and Uber. Take client portals, which weren’t even a term 10 years ago.

Even five years ago, having a client portal meant that you sent clients a link to a shared file where they could upload documents. That may have seemed cutting-edge then, but today you can’t say you have a client portal unless it offers real-time communication, CRM, data gathering and workflow tools. That’s how quickly things have changed. Clients want more real-time access to their information and their accountant with less friction and more efficiency. That’s never going to change.

When portals first emerged, many firm leaders downplayed them. They told themselves clients would never use them or trust them. That’s just being foolishly faithful to the idea that clients really enjoyed gathering up their documents and receipts, making photocopies and schlepping down to your office, paying for parking and dropping off their bundle so they could sit around for weeks waiting for you to call them with the results of their return. Why? Because that’s the way it has always been done. Ouch!

Great ideas from outside the industry (and from those in the trenches)

Part of being intellectually promiscuous is recognizing that many good ideas impacting our profession are coming from outside the accounting industry. Take private equity and other sources of capital coming into our world. These players are aggressive. They’re bringing ideas that work successfully outside of professional services and implementing them in the accounting world. 

The more attached you get to certain notions about how things should be done, the harder it gets to keep up, much less evolve. That’s because you’ve associated yourself and your personal brand with those legacy ideas. But if you can stay emotionally detached from your firm’s processes and ideas and simply tell your team, “I don’t care who’s right. I only care that we get it right,” then you’re on the right track. But not every firm leader has the courage to make that leap. Also, the best ideas about how to interface with clients, how to get them onboarded and how to run more efficiently, are going to come from your client service associates — the folks in the trenches — not from the partners. If you’re still defending ideas because they’re yours, or because they weren’t invented by your firm or by top management, then you may not be on the right path for the future. 

When it comes to a lifelong relationship, marriage is a great thing. When it comes to ideas, be more promiscuous. Try new things, get comfortable being uncomfortable. Your firm will be better for it. How are you upgrading your processes and ideas? I’d love to hear from you. 

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Accounting

Continuous Auditing Transforms Corporate ERPs

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continuous auditing transforms corporate erps

As corporate accounting departments cross the threshold into late July 2026, the adoption of continuous, automated auditing systems has reached a definitive turning point. Driven by advances in artificial intelligence and deep integration with modern Enterprise Resource Planning (ERP) platforms, leading finance organizations are moving away from traditional, periodic post-hoc audits in favor of real-time, 100% transactional verification. This technological transition is redefining internal control environments, reducing compliance costs, and eliminating the structural delays inherent in legacy quarterly closing processes.

Unlike traditional auditing frameworks that rely on statistical sampling—a process that inevitably leaves operational blind spots—continuous auditing software monitors operational data feeds continuously. Every purchase order, electronic invoice, payroll disbursement, and cross-border wire transfer is automatically cross-referenced against established corporate governance parameters, regulatory tax schedules, and anti-fraud algorithms in real time. Anomalies or unauthorized ledger entries are flagged instantly, allowing internal audit teams to investigate and remediate compliance gaps immediately rather than months after the close of a financial period.

The implications for executive financial management are far-reaching. By embedding continuous verification directly into daily transaction workflows, chief financial officers gain uninterrupted visibility into the organization’s true financial standing. Real-time balance sheet auditing eliminates the severe operational bottlenecks associated with month-end and quarter-end financial reconciliations, freeing accounting professionals to focus on strategic financial modeling, tax planning, and capital allocation rather than manual data entry and spreadsheet consolidation.

However, implementing continuous auditing requires accounting leadership to invest heavily in data governance and technical upskilling. Internal audit teams must evolve from manual ledger reviewers into system architects capable of auditing complex algorithms and validating automated data pipelines. Accounting firms and corporate controllers that master continuous auditing will establish a resilient compliance framework capable of meeting stringent international regulatory standards with total transparency.

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Accounting

U.S. Imposes New 50% Tariffs on Canadian Imports Under Rare Legal Provision

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U.S. Imposes New 50% Tariffs on Canadian Imports Under Rare Legal Provision

WASHINGTON — In a major escalation of cross-border trade friction, U.S. President Donald Trump has signed executive orders imposing new 50% tariffs on a wide selection of Canadian exports, citing discriminatory practices by Ottawa targeting American auto, dairy, and beverage industries.

The new duties, announced Monday, will take effect in 30 days. They target a broad spectrum of consumer and industrial goods—ranging from wine, liquor, and milk products to commercial cement, furniture, clothing, and hockey equipment.

Untested Legal Mechanism

To enact the sweeping measures, the administration invoked Section 338 of the Tariff Act of 1930—a rarely used legal provision allowing the executive branch to levy additional tariffs of up to 50% on foreign nations deemed to discriminate against U.S. commerce.

White House officials noted that Section 338 addresses trade discrimination rather than national security or economic emergencies. The move comes months after prior global emergency tariffs faced legal challenges in domestic courts, signaling Washington’s pivot toward alternate statutory authorities to maintain import duties.

Senior administration officials briefed reporters that the measure directly responds to Canadian provincial bans on U.S. alcohol, restrictions on American vehicle exports, and import quota disparities affecting U.S. dairy and cheese producers relative to third-party trading partners.

“While the administration continues to secure reciprocal trade agreements globally, Canada retaliated against efforts to protect domestic industry,” U.S. Trade Representative Jamieson Greer stated.

USMCA Impact and Carve-Outs

Significantly, the newly ordered 50% duties will apply to designated items even if they otherwise comply with the United States-Mexico-Canada Agreement (USMCA).

However, the administration confirmed key targeted exemptions:

  • Energy products (including oil and natural gas)
  • Potash and critical minerals
  • Fish and seafood
  • Goods already governed by sector-specific duties (such as existing steel and aluminum tariffs)

Administration representatives emphasized that the tariffs do not stem from recent disputes concerning drifting Canadian wildfire smoke, noting that policy options regarding environmental spillover remain under separate review.

Canadian Response and Market Reaction

Following the White House announcement, the Canadian dollar experienced a sharp decline against the U.S. dollar, falling approximately 0.4% during evening trading.

Canadian Prime Minister Mark Carney issued a statement emphasizing that Canada’s earlier counter-duties had merely matched previous U.S. trade actions. “Canada stands ready to engage intensively to address outstanding issues with the U.S. to the mutual benefit of our citizens,” Carney stated, pointing to detailed proposals Ottawa submitted to modernize the USMCA framework.

Ontario Premier Doug Ford took a firmer stance, urging a “dollar-for-dollar” reciprocal response if the measures go into effect on August 19.

With a 30-day implementation window before the duties officially lock in, industry associations and trade groups on both sides of the border are calling for urgent bilateral negotiations to avert further supply chain disruption across North America.

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Accounting

Automated Continuous Auditing: Transforming Compliance and Real-Time Financial Oversight

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Transforming Compliance and Real-Time Financial Oversight

The traditional accounting paradigm—defined by periodic monthly closures and post-hoc annual audits—is rapidly giving way to continuous, automated financial oversight. As of July 2026, forward-thinking accounting practices and multinational corporate finance departments are leveraging continuous auditing systems powered by advanced machine learning models. These systems monitor operational transactions in real time, shifting audit methodologies from sample-based post-analysis to absolute, 100% transaction-level verification.

The operational advantages of continuous auditing are transformative. Standard auditing procedures historically relied on statistical sampling, which, despite rigorous methodology, inherently left gaps where anomalies or fraudulent transactions could go undetected for months. Modern continuous auditing platforms integrate directly with enterprise resource planning (ERP) databases, instantly cross-referencing purchase orders, invoices, bank feeds, and tax records. Any deviation from established control parameters or unusual transaction behavior triggers immediate flags for internal audit teams, dramatically reducing detection lag from quarters to seconds.

Beyond fraud prevention, continuous auditing fundamentally alters internal reporting and decision-making. Executive leadership no longer has to wait weeks after the close of a quarter to evaluate precise financial standing; real-time verified ledger data provides an uninterrupted view of operating margins, tax liabilities, and cash flow dynamics. This real-time visibility enables corporate controllers to adjust capital allocation strategies dynamically, mitigating liquidity constraints and capitalizing on emerging commercial opportunities far more efficiently than competitors bound to legacy reporting cycles.

However, implementing continuous auditing requires accounting professionals to acquire new analytical capabilities. The role of the auditor is evolving from manual data reconciliation toward system validation, algorithmic model governance, and strategic risk interpretation. Accounting firms and corporate finance departments must invest in continuous technical education, ensuring that audit staff possess the data engineering skills necessary to design, maintain, and evaluate complex automated compliance systems.

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