Deeper Weekend 2013

Posts By:

Choose your favorite writer

  • Adrian
    Adrian
  • Greg
    Greg
  • guestblogger
  • Jason
    Jason
  • Jennifer
    Jennifer

REFM -  Adrian Photo Square - CATOBGreed is not good. We have only to observe what happens when greed takes ahold of ourselves, to recognize that an unbalanced desire for wealth, and a willingness to do anything to get it, leads to an ignoble form of the human person.

Yet decades of economists have taught us that it’s pure self-interest that drives the marketplace. Theory after theory states that exchange is built on the principle of people looking out for number one. And the words of Gordon Gekko in the 1987 film Wall Street (and many films since) unabashedly proclaim that “greed is good,” and what fuels commerce. Even in recent years, the mantra of the “occupy” movement rails against corporations that care about nothing but the bottom line. At best, business is perhaps a necessary evil – it gets us the things we want. But we’re suspicious of its origins, and wary to look too deep, lest we see the avaricious monster lurking underneath. Read more

Category:
Business
Comments:
9

REFM -  Adrian Photo Square - CATOBThe omniscient manager.

You know: the mastermind, who has the vision, and orchestrates all the pieces in a three-dimensional chessboard, to achieve a magnificent result. They are filled with sage wisdom, far-seeing insight, and a gut instinct that never errs. We watch with awe and aspire to one day be that person.

Might I humbly submit…they don’t exist. Or at least they are as rare as unicorns.

So why are our business structures built on this myth? Why do we have managers, or at least, why are they endowed with powers and expectations that far outstrip a realistic understanding of what they can accomplish? Is it helping, or hurting, to follow this accepted “professional” model?

But what would a world look like without managers anyways? Read more

Category:
Leadership, Management and Operations
Comments:
5

REFM -  Adrian Photo Square - CATOB“Time is money.”

Our profession has grown up on this concept: time is money. You hear it even today. And there’s a tempting ring of truth to it. After all, if I put in time, I can make money. It doesn’t get much more simple than that, right?

But is it really the time that’s making me money? Or is it what I do in that time? And if it’s the latter, why am I tracking and selling time? What should I be tracking and selling instead? What should I conclude when I spend a lot of time, but don’t make a lot of money?

I have a theory: time is merely a tracker of value. And as the definition of value shifts, time can become a less and less accurate tracker of that value.

Read more

Category:
Innovation
Comments:
0

REFM -  Adrian Photo Square - CATOBThe problem of our age is too much choice.

Endless possibilities are endless. Technology lifts limits, but provides no direction. The land of opportunity is all potential.

The result: dissipated energy.

“A large part of the beauty of a picture arises from the struggle which an artist wages with his limited medium.” -Henri Matisse

Read more

Category:
Other Thoughts, Personal Growth
Comments:
0

REFM -  Adrian Photo Square - CATOBThe Firm of the Future. What does the future look like? And how does one ready their firm to flourish in it? Lately, the future seems to be arriving faster than it used to, and these questions have increasingly grown in significance. Many of you also recognize The Firm of the Future as the title of the landmark book by Ronald Baker and Paul Dunn, where they lay out an argument and a plan for professional firms that shifts focus intensely to identifying and pricing for value. Another highly recommended title and a companion volume: Implementing Value Pricing.

Like many Thrivealists, I am fascinated by the concept of the firm of the future – it’s so core to who we are, and runs as a common thread through our Manifesto. The more I thought about it though, the more I came to think that “the firm of the future” was somewhat of a misnomer. I had a chance to actually chat about it once with Ron Baker, and he readily agreed. He wasn’t fully comfortable with the term, but he hadn’t found one he liked better just yet. More recently you’ll often find him, and other members of the VeraSage think-tank, using the phrase “timeless firms,” which I find much more apt. Read more

Category:
CPA firm, Leadership
Comments:
2

In the financial markets, “energy futures” refer to that elusive breed of investment instruments known as derivatives. The idea is that you can buy a contract now, for a set amount of energy (say, fuel) in the future. It’s what gave Southwest Airlines the leg up in the early 2000′s and allowed them to keep their prices so low for so long – energy futures, a good thing (potentially).

In a converse, but no less elusive, way, the same holds true for the actual future: it’s made up of the energy from today. The energy you expend today is shaping your tomorrow. Which means that to change your tomorrows, you have to change your todays. The future isn’t powered by, “Well I’d like to do that one day.” It’s powered by, “I’ll do this now, for my later.”

Read more

Category:
Business
Comments:
3