Whether you’re an SME or a large international company, the one thing you have in common is
the desire to be successful. Success, obviously, is the core strategy of any business.
Progressive Accountancy Firms are primarily focused on developing high levels of Client understanding and engagement, they operate on an advisory basis with their Clients; where they provide added value and no longer compete for diminishing transactional fees.
Progressive Accountants now more than ever are redefining their services for clients, to adapt to the new norm post COVID-19. They are reviewing all their working practices to ensure that they offer the highest levels of relevant support and service to their clients.
Despite best intentions feedback and experience suggest professional services firms are particularly reluctant to change – even if the potential rewards might be great. Take business development as an example.
They listen to their clients’ needs and understand their soft facts
They are knowledgeable about their clients’ sector, industry and economic environment
They have sector experts in house
Their clients are managed with a holistic approach and not by individual Partners/Directors
Hierarchy, a great model for manufacturing companies and other businesses, is a poor fit with talent-driven organizations such as professional service firms. How should a professional service firm organize to achieve its strategic goals in today’s business environment?
If you want to know how to create a Progressive Accountancy Firm for the competitive modern world and use similar techniques to the top 50 firms read on…
I was at a Business Expo recently where there were 60+ exhibitors with an estimated 1500+ visitors. I checked the list and decided one of the exhibitors I wanted to speak to was a 7 Partner firm of Accountants. I felt that whilst they were slightly larger than my target firm, I would see how they operated in this environment.