Deeper Weekend 2014

Choose your favorite writer

  • Greg Kyte
    Greg Kyte
  • Jason Blumer
    Jason Blumer
  • Jon Lokhorst
    Jon Lokhorst
  • Melinda Guillemette
    Melinda Guillemette
  • Toni Cameron

The third part of our Accountancy Revolution definition found on the first post was summarized this way:

“…forcing the profession of accountancy to be redefined towards enhancing and developing internal business processes…”

Since it’s been a couple of months since we addressed the first two changes in the “Accountancy Revolution,” let’s summarize:

First, we are seeing very rapid technological brand new ways to actually create accounting data.  Note: we as the profession are not creating the data anymore.

Second, we learned that the first point means that the manual handling of accounting data is disappearing.  Paper is going away.  And that is good – paper is killing our businesses.  We use human capital to shuffle paper through companies, and that is the worst use of human capital I can think of.  We ain’t gonna do what we did before.  The manual manipulation of data is going away.

Here is the full Accountancy Revolution again:

Rapid technological means of data creation and production are allowing the former manual manipulation of raw accounting data to disappear, forcing the profession of accountancy to be redefined towards enhancing and developing internal business processes which will ultimately become digital conduits of paperless productions of varied financial reporting.


But this all leads to my third point in this awesome “Accountancy Revolution”: it is going to force us as a profession to redefine what it means to deliver our service.  And, as I stated above, I believe it is going to lead us to two things (among many other things):


Enhance Internal Business Processes

We are doing some fun work taking our clients through what we call a Value Process Design Session (see our flyer above we send to clients).  When you dive deep into your client’s processes, you will find your customers are delivering huge amounts of value to their customers but not getting paid for it.  You can help them enhance the importance of their processes… and make sure they get paid for it!  But you have to create the session, give it a name and then sell it.  Your customers want to buy it!  They just don’t know it yet.  And they won’t know until you sell it to them.  You are doing a disservice to your customer base when you don’t give them what they need (…that they don’t even know to ask for).


Develop Internal Business Processes

When we take our clients through the Value Process Design Session, we are seeking to enhance their current business processes.  But we can often identify brand new business processes that will bring great value to their customers, and for which they can add revenue.  So if you can’t enhance what they have, seek to develop new processes based upon the beautiful absence of paper in your customer’s processes.  They’ll thank you for it.


Your customer’s internal business processes can be found in every aspect of their business – from getting paid to delivering service, from taking calls to shipping packages.  And specialized indistries you might serve like manufacturing or the medical industries will have many more processes deeply embedded in their systems that you can dig through and enhance for your customers.  It’s like looking for big money in the couch cushions.  But this time you’ll find some big dough, not just stale Cheetos.

I love it!  Things are changing and it’s allowing us to deliver brand new valuable services to our customers.  I freakin’ love my job!!  Do you?  Leave it in the comments.

  • On 10-18-2011 at 12:55 am, Magen Smith said:

    I need examples!!! I think I understand what you are talking about and if I do, then I am super excited because this kind of work gets me all pumped up. What do you do during these coaching sessions? Can you give some success stories from these sessions?

  • On 10-19-2011 at 10:57 pm, Jason M Blumer, CPA.CITP said:

    Magen, sorry I’m just responding to this comment. These sessions are really coaching sessions where I simply have the customer take me through their process in great detail. I document what they are telling me, and then I actively listen for ways in which our customer is delivering value to their client that they are not getting paid for.

    Then we try to figure ways to repackage or rebundle their core services in ways that could be priced more strategically.

    I’m also listening for what their strengths and weaknesses are as we go through this process. Then we can call them out on what they are clinging to (that is preventing them from becoming great) or encourage them in the ways that are making them successful.

    The sessions are brain storming sessions so I let them go down rabbit trails to the most important topics for the customer. I try not to keep them too structured so the customer is free to talk through the issues at hand.

    Always take the customer out of their day-to-day work and put them in a place to think “big picture” and “strategically.” They don’t think that way during their every day activity because they are busy working. When we take them to the 50,000 foot view, we learn so much together.

    Our customers are making more money, changing jobs, etc. It’s so much fun. Come learn in the PNF coaching course how to do it!

  • On 10-20-2011 at 10:30 am, Magen Smith said:

    I will definately be in your course!! This is actually what I thought a CPA did when I was in school. Ha ha silly me!


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