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It’s time to get over The Cloud.
Don’t get me wrong. The Cloud is great, but so are urinals, and at this point I’d rather read “Five Ways Urinals Will Transform the Accounting Profession”¹ than read one more GD blog post about how CPAs need to embrace The Cloud.
The realization that The Cloud has become passe hit me late last month. Jason Blumer, Caleb Newquist and I were getting ready to launch our new monthly videocast on Blab called #WhatsNext in Accounting. Jason suggested the topic for the first episode: “Can The Cloud Save the Accounting Profession?” And I said, “Great topic!” because I’m a team player, but inside I said, “Holy F. I’m probably going to spend the entire episode taking a dump on anybody who thinks this is still an interesting thing to talk about.” Read more
Hierarchical models of management in professional accounting firms all over the world are being challenged by new ways to build a business. It seems new business models (based on hearing every voice on the team), or focusing on results (and nothing else) are becoming more and more popular as the younger generations begin running the world. It seems some of these methods are hell bent on eliminating management, whether management is needed or not. Is it?
What is a business model, anyway? For that answer, let’s turn to the guru and author of Business Model Generation, Alex Osterwalder. In this book, Osterwalder defines a business model as “the rationale of how an organization creates, delivers, and captures value.” Basically, an accounting firm’s business model explains why they sell what they do, how they price for it, and how what they sell transforms their clients. According to Osterwalder, you need a cool chart, building blocks, and some markers to get it done. Business model creation is currently a fad, growing more and more popular every day. I guess it’s our search for why working at a lame firm sucks. But do we need a new business model? Read more
All joking aside, I’m scared, I’m insecure, and I’m worried that I’m making the stupidest decision of my life.
My mom sold drugs for 20 years on a street corner in Seattle because that’s what pharmacists do. She had a decent job, working part time at a drug store on the intersection of 56th and 232nd. To me as a kid, the job seemed like it gave her just enough money and just enough time to be a pretty damn good single mom.
Shortly after I got into middle school, she and two of her co-workers¹ decided to open their own pharmacy. I thought that was really cool, only partly because I figured the kid whose mom owned the drug store got candy for free.² Read more
July 1, 2014 was the Blumer CPAs 2 year anniversary of being a virtual firm. We messed some stuff up, but have also learned a lot. I believe our virtualness sets us apart, so we are committed to getting better at being a virtual firm. So that I can add to my learning around being virtual, I’m documenting 9 things we’ve learned in 2 years of being virtual.
First, let me define virtual. We do not have offices, and thus we don’t exist anywhere except at a web address. But you could have firm offices and still be virtual to your clients. In that scenario, the team still meets together in one location, but the clients may or may not come to your offices. I don’t call that virtual, I call that paperless. Virtual in my definition is when a client can not assume that they have access to you physically. It’s a totally different mindset, and that’s why I’m defining it. Read more