Curing the Failure-to-Implement Syndrome
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Source: Accounting Today CPA firms have long been plagued by failure to implement their plans. Often the cause is an unclear vision. To determine whether your firm has a clear vision, ask your members these questions: v Do you understand your personal goals, department goals, and firm goals? v Do you know how the achievement of these goals will help the firm realize its vision? Implementation of your plans is dependent on having clearly defined goals, not just for the firm, but for each department, and each individual. Goals must be measurable, achievable, consistent, and timed. A goal to increase profits is not measurable. A goal to increase profits by 10 percent is measurable. Pie-in-the-sky goals are not achievable. The people in the firm must be willing and capable of achieving the goals. Consistency means that firm goals flow from the vision, department goals flow from the firm goals, and individual goals flow from the department goals. There must be a time deadline. Otherwise, achieving the goal may be meaningless. Commitment is essential to the realization of goals, and commitment is dependent on having many people participate in developing the vision and the goals. If only one person, or a very small group, determines the vision and the goals, there will be very little commitment to implementing the plans to achieve them. Firms must understand what is working and not working before creating a strategy. It is folly to repeat a mistake and expect a better outcome. None of this can work without accountability. One time-honored method of accountability is regular meetings at which progress is compared with goals. From Accounting Today, |