Management accounting deals with the use of accounting information to managers within an organization. Management accounting provides managers with necessary information to make informed business decisions. Management accounting is essential for an organization to be better equipped and control functions.
In 2012, the AICPA partnered with the Chartered Institute of Management Accountants (CIMA) to develop the Chartered Global Management Accountant designation. Since launch, more than 150,000 individuals have obtained the designation, making it the most popular management accounting designation worldwide and setting the new standard for global recognition of management accounting.
The joint venture between the AICPA and CIMA provides our organizations, respective leadership teams and employees with a unique opportunity to learn and grow, develop and nurture relationships with interesting and inspiring colleagues, face challenges and step outside of comfort zones from time to time. Additionally, as the relationship between the AICPA and CIMA grows, I’m seeing directly how partnerships allow us to capitalize on each other’s strengths and combine them to serve members—or clients—with excellence.
Continue reading "How Our Partnership with CIMA Challenged My Thinking and Changed My Perspective " »
When small business owners want or need to address risk, they often turn to their CPA as a trusted adviser for guidance. Risk is a significant issue for companies of all sizes; in a recent CGMA report, “Global State of Enterprise Risk Oversight, 2nd Edition,” the AICPA and its partner, the Chartered Institute of Management Accountants, examine the challenges facing large and small companies and consider how investment in enterprise risk management can strengthen an organization’s resiliency and agility.
When organizations, particularly small ones, search for ways to minimize risk, there is a tremendous opportunity for CPAs to provide value. That’s because many companies misunderstand or underestimate the risk factors they face. Here is a look at five misconceptions that your small business clients may have about risk.
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As the economy becomes more complex, organizations find themselves confronting an increasing array of risks that can significantly—and negatively—affect their businesses. To understand how organizations around the world manage emerging risks, the AICPA and CIMA, in conjunction with NC State University, surveyed more than 1,300 executives worldwide and released the CGMA report, Global State of Enterprise Risk Oversight: Similarities and Differences in Opportunities for Improvement.
Some of the key findings from the report highlight the need for the development of risk management leadership—particularly in light of the many types of risk an organization might face. Sixty percent of organizations acknowledge that they face an increasing number of risk issues, yet less than 35 percent have a formal enterprise risk management (ERM) program in place. In this same vein, 70 percent would not describe their risk management oversight as mature, and 40 percent or less are satisfied with risk exposure reporting to senior management.
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A new era of business is dawning as organizations look for finance staff—from the C-suite to entry-level—with a broader mix of competencies that include the application of financial disciplines in the management of the business. Employers are looking for finance professionals with management accounting skills, business skills and the potential to be strategic business partners.
CFOs have plenty to worry about these days—but the one issue that continues to arise is talent. “It’s all about people,” said Nick Araco, CEO of the CFO Alliance in a recent CGMA Magazine article. “Most of the dialogue we’re having is going back to talent, regardless of whether we’re talking about strategy, or capital structures, or regulatory environments, the people side pops into every conversation.” The fact is, there is a shortage of finance professionals with business-partnering skills.
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What keeps CFOs up at night? Quite a few things, as it turns out. Increased global competition, the volatile economy, cybersecurity risks and an overwhelming amount of big data—to name a few topics. But it’s another subject which consistently comes up in my conversations with CFOs and other finance leaders, that hits even closer to home: talent. Today’s finance departments have a real need for the right team with the right mix of skills and competencies, not only in accounting, but in business, leadership, communications and other non-financial disciplines.
I’ve spoken to many executives whose organizations don’t have the resources or funding (or neither) to provide the full range of learning opportunities to their employees. According to a study by Deloitte, “Leadership and learning have dramatically increased in importance, but companies seem less capable to address those challenges. While the importance of learning and development quadrupled compared with last year, companies have struggled to redesign the training environment, incorporate new technologies, or employ digital learning tools.”
Continue reading "The Secret to Retaining Top Talent? Development" »