Management Accounting Feed

management accounting

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.

 

 

 

 

 

 

 

 

 

 


 

Remaining Competitive in the Context of an Evolving Profession

Myriam Madden Paul_StahlinThe AICPA’s joint venture with the Chartered Institute of Management Accountants (CIMA), the world’s largest and leading professional body of management accountants, has been very successful with more than 150,000 finance professionals obtaining the Chartered Global Management Accountant® (CGMA®) designation, including more than 50,000 U.S. CPAs.

I recently had the pleasure of speaking with two of the profession’s leaders to discuss their thoughts on the profession and the evolution of the joint venture between the AICPA and CIMA. Paul Stahlin, CPA, CGMA, is the former chairman of the AICPA’s Board of Directors and Myriam Madden, FCMA, CGMA, is the president of CIMA.

 

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AICPA Accounting Competition Challenges Undergraduates

I’m a pretty competitive person. Whether it’s pickup soccer, playing against my friends in our fantasy football league, or a game of Yahtzee with my wife – I enjoy the thrill of competition. The process of giving it my all is one of the things that keeps me motivated in both my professional and personal lives.

In the spirit of competition, the American Institute of CPAs recently announced the opening of the 6th annual AICPA Accounting Competition. This year, the AICPA is challenging undergraduate students to think like management accountants as they help a business hone its strategic plan. This means students will be analyzing complex financial issues and business operations in the context of the market environment and recommending strategies for growth and sustained success.

The competition has a number of different steps. Fifteen teams will be selected from the first-round submissions as the semi-finalists for the competition. The top three teams will each earn $10,000 as well as an opportunity to present their cases to an executive panel of judges at the AICPA’s offices in North Carolina. Faculty advisors will accompany their teams to support them as they present. The teams will compete for a first place prize of $5,000, a second place prize of $3,000 or a third place prize of $2,000 to be awarded to their schools.


With the deadline for first-round submissions coming up soon (2:59 pm ET on September 28), I sat down with AICPA’s Erin Carson, Manager of Student Recruitment and Engagement, for more details on the competition and what students need to know to put their team in a position to succeed. 

Case Competition Pyramid Infographic-02

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In the News: CPAs in the Corner Offices Increasingly Concerned about U.S. Economy

Business executives are increasingly less optimistic about the state of the U.S. economy. That’s according to the 3rd Quarter Economic Outlook Survey, a poll of AICPA members serving as CEOs, CFOs and other senior accounting positions.

The survey, which was released late last week, found that respondents who were optimistic dipped below 50 percent--to 48 percent--for the first time since early 2014. The impact of worldwide economic slowdown and domestic regulatory concerns helped fueled this slide.


EOSThe CPA Outlook Index -- a comprehensive gauge of executive sentiment within the AICPA survey -- fell one point in the third quarter to 71, the third consecutive drop from a post-recession high of 78 in the fourth quarter of 2014. The index is a composite of nine, equally weighted survey measures set on a scale of 0 to 100, with 50 considered neutral and greater numbers signifying positive sentiment. 

 

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How Our Partnership with CIMA Challenged My Thinking and Changed My Perspective

International perspectivIn 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.

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5 Misconceptions Small Business Clients Have about Risk

CGMA REPORTWhen 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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Risk Management: Increasingly Important and Vastly Underused

Risk managementAs 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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Strategic Business Skills Are Not Just for the CFO Anymore


TalentA 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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The Secret to Retaining Top Talent? Development

Professional developmentWhat 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.”

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Learning that’s Ready When You Are, Wherever You Are

Reading at airportBetween the demands of the job I love, my travel schedule (hectic even when the flights are hassle-free and on time) and my family commitments, there’s just not much time left in the day. Sound familiar? In our profession, sometimes “free time” seems like a non-existent commodity.

On top of all of this, I’m always looking for opportunities for learning. But when? And with so many great options for CPE coming from so many varied sources, wading through it all can be both daunting and time prohibitive. 

At the airport recently, I had a little time to kill before my flight and thought it would be the perfect opportunity for some CPE. Instead of searching several different sources, I went straight to the new AICPA | CIMA Competency and Learning website.

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CPA Outlook Index Finds Increased Optimism for US Economy, Lowered Expectations Elsewhere

The AICPA’s CPA Outlook Index (CPAOI) fell four points in the first quarter, the first time the Index has dropped in more than two years. The Index, which polls chief executive officers, chief financial officers and controllers, found these executives were tempering their expectations for profit, revenue and expansion in the coming year.

Optimism about those key performance indicators still remains high, but the survey found a decline in sentiment since last quarter. The one survey measure to rise from the previous quarter was sentiment about the US economy, which found that 68 percent of respondents are now optimistic about the U.S. economy, a new high for the survey.

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Big Data = Big Opportunities

MoneyballDid you see “Moneyball?” It was a fascinating look at how an underperforming professional baseball team used big data (player stats and figures) and computer-generated analytics to identify and hire high value players who were available at low salaries. To the surprise of everyone, it gave the once hapless team a decidedly competitive advantage on the playing field.

That’s the power of big data.

Today, big data is big news in the global marketplace, as organizations look for their own competitive advantages. Should we be surprised? Big data offers unlimited potential to change the way business is done, for almost any type of company. In a recent CGMA survey, almost nine out of 10 finance professionals agreed the revolution is not only coming, it’s already here.

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The Open Workforce Presents New Challenges (and Opportunities) for Finance Professionals

Open workforce mini infographic2Almost overnight, organizations have found themselves managing an entirely new paradigm: the open workforce. Driven by globalization, technological advances and a constantly fluctuating market, businesses must now look for expertise from new sources to work with their in-house teams. This new talent includes a complex mix of local and international freelancers, contractors, consultants and businesses partners.

New CGMA research shows that in more than a quarter of all organizations globally, at least 50 percent of talent is external. While the open workforce trend started in the US and Canada, it is expected to become the norm for more than a third of organizations worldwide within the next five years.

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The CFO Has to Be a Jack-of-All-Trades — and Master of Them, Too

CGMA- jack of all trades2How should up-and-coming CFOs regard their role in the corporate hierarchy? They might do well to think of themselves as “the voice of reason.”

There were many comments about the shifting role of the CFO at the recent World Congress of Accountants 2014. But to me, none rang truer than the quote above, expressed by Carol Calandra, CFO, Global Markets, EY Global.

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In the News: Students from UNLV Earn First Place in AICPA Accounting Competition

UNLV9_t653The American Institute of CPAs recently announced that students from the University of Nevada, Las Vegas have earned first place in the 2014 AICPA Accounting Competition.

AccountingWeb reports that the UNLV team’s top finish in the competition earned a $5,000 award for their school. Students from North Carolina State University placed second, taking home $3,000 for their university. The third-place team from the University of Southern Indiana earned $2,000 for their school.

In addition, each of the three finalist teams received a $10,000 award to be split among the team members. All of the awards are funded by the AICPA Foundation.

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Accountants Play Critical Role in Establishing Global Transparency

Transparent globeI’ve always thought the world would be a better place if only there were more professional accountants working throughout organizations. Each and every day, we bring transparency and accountability to businesses and governments around the globe. We promote financial integrity, expose wrongdoing, and lift the veil of uncertainty to shine light on the truth. When you think about it, we are much like the Swiss-Army knife for modern business—equipped to bring solutions in countless ways.

Tax work? We do that. Financial statements? We do those too. Interpreting human capital and supply chain implications of the latest regulatory standards? Your CPA has you covered.

If CPAs are like the Swiss-Army knife, then transparency is the Master Key that unlocks good business practices; transparency holds decision-makers accountable, leads to better management decisions, and provides the reliable, actionable information on which investors and the free market rely.

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Strengthening the Profession’s Core with Relevance, Rigor and Reach

Tommye_barie_headshot2I am excited to write to you as the new chair of the AICPA Board of Directors. I hope to meet many of you at the numerous conferences, state society meetings and firm visits that I have lined up between now and next October. The Chair’s Letter also is a great forum to discuss common experiences and important developments. Throughout the year, I will share my thoughts on key trends and emerging professional issues. I hope you’ll share your comments with me and our fellow CPAs so we can have a robust dialogue.

Let me begin by telling you a little about myself. I grew up in the tiny town of West Liberty, Kentucky, home to about 2,000 people and two stoplights. I was raised on small-town values that remain with me today. These values – hard work, integrity, community and commitment – first attracted me to the accounting profession, and now they will shape my stewardship as AICPA Chair.

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Benchmarking the Finance Function

Global management accounting principlesOn October 22, CIMA and AICPA released Global Management Accounting Principles, which are available for download at CGMA.org. 

When explaining the principles, the first thing I usually mention is that they are not a prescriptive set of rules. They are principles-based, comprehensive, best-practice guidance designed to help organizations (and specifically finance leaders, CEOs and boards) benchmark and improve their management accounting functions. 

The Global Management Accounting Principles encompass four core principles focused on four outcomes:

  • Influence - Communication provides insight that is influential
  • Relevance - Information is relevant
  • Value - Impact on value is analyzed
  • Trust - Stewardship builds trust

The principles outline the fundamental values and qualities that represent management accounting. Application of the principles, combined with talented people and robust performance systems, will help drive effective management accounting functions.

The document is most impactful in section five, where the core principles are applied to 14 management accounting practice areas. Here, extensive good practice guidance is provided in key areas such as treasury management, financial strategy, cost transformation, budgetary control, investment appraisal and risk management. The guidance can be used to self-assess existing processes.  A diagnostic checklist is available to facilitate the review.

A complimentary resource to the management accounting principles is the CGMA Competency Framework, which is designed to help management accountants understand knowledge requirements and assess skills needed for current and desired roles. In addition to technical areas, the Competency Framework addresses business, people and leadership skills.

The Global Management Accounting Principles are focused on the organization. The Competency Framework is directed at the individual. Combined, they are powerful tools that we hope you and your team find useful.

Paul Parks, CPA, CGMA, Associate Director- Business Industry and Government, American Institute of CPAs  

AICPA President and CEO Looks Ahead to 2015

In an interview with CPA Letter Daily, AICPA President and CEO Barry Melancon, CPA, CGMA, reflects on the accounting profession’s successes in 2014 and discusses the opportunities and challenges of 2015. Below is an excerpt from the interview; for the full interview, watch the accompanying video.

 

 

 

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In the News: CPAs More Bullish on Economy Heading into 2015


2015Yesterday, the AICPA announced the results of the fourth quarter AICPA Economic Outlook Survey. The survey, which polls CEOs, CFOs, controllers and other CPAs who hold senior management accounting roles, found higher expectations for profits, revenue and expansion in the coming year.

Some 64 percent of survey takers now report that they are optimistic about prospects for the U.S. economy over the next 12 months. That is up from 52 percent last quarter and 38 percent a year ago.

As Politico reports, the survey found that respondents are actually slightly more optimistic about their own companies’ prospects (67 percent, up 2 percentage points from last quarter), with 71 percent saying they expect their business to expand in the coming year.

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World Congress of Accountants 2014: Grande Successo!

ColosseumI’ve just returned from the World Congress of Accountants 2014 in Rome where the CGMA designation, powered by the AICPA and CIMA, served as the imperial and event app sponsor. I can tell you unequivocally, in English as well as Italian, that it was a great success!

WCOA is organized by the International Federation of Accountants and is held every four years. As lead sponsor, the event provided us the ultimate opportunity to showcase the CGMA designation, the US CPA credential, and the AICPA to an audience of nearly 4,000 professional accountants from around the globe.

At WCOA, we launched a series of reports and briefs that explore the latest trends shaping the future of business. Here’s a synopsis of those reports:

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How to Pass the CGMA Exam? Practice, Practice, Practice

PracticeNew Year’s Eve is one of the few holidays celebrated almost universally in countries around the world, with parties, champagne toasts, and fireworks. This year, December 31 will also be a key date for management accounting professionals. That’s because it marks the final day that AICPA voting members who meet relevant experience requirements are exempt from the upcoming CGMA exam.

The exam’s unique strategic case-study format is designed to assess problem-solving skills in real-world business situations and test a broad range of competencies defined as crucial by businesses around the world. Since the case study format is quite different from traditional exam techniques like multiple choice or fill-in-the-blanks, we recently released a practice exam that candidates can use to prepare for the exam.

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Laying the Final Bricks of the CGMA Foundation

LibraryAt launch in 2012, we promised our members and the global employer market that the Chartered Global Management Accountant designation would recognize and support accounting professionals who know how to connect finance to strategy. Backed by the combined resources and reputations of the AICPA and CIMA, CGMAs would be recognized as finance leaders who see across the entire organization to make better business decisions.

In the last few months of 2014 we’ll deliver the fundamental pieces that will help define the profession of management accounting and solidify the CGMA’s position as the premier global management accounting designation.

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Ethics, Legality and the Role of the Management Accountant

Ethics is on the agenda at the 2014 World Congress of Accountants this November, a good reminder of the global nature of this subject. Every day, accountants in both business and public practice face challenges that require ethical decision-making. At the same time, they must adapt to a changing regulatory landscape, cooperate with government agencies, and respond to legislation on fraud and corruption.

A solid foundation in ethics helps them prepare for the next critical decision. For AICPA and Chartered Institute of Management Accountants members, that foundation has several layers. Each organization’s members must abide by their respective codes of ethics, and, in many cases, licensed CPAs must also follow the ethical standards required by state boards of accountancy. Additionally, all professional accountants working in public practice or in business are required to follow the International Ethics Standards Board for Accountants’ Code of Ethics.

To help CGMA designation holders navigate ethical issues and respond in a manner that upholds their professional standards, a collection of ethics resources can be found on CGMA.org, including this CGMA video exploring ethical conduct.

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3 Tools for Improving Efficiency and Effectiveness

Three-toolsThe nature of the finance function is evolving and combined with the business environment being highly volatile, uncertain, complex and ambiguous, the need for an agile and robust finance function is all the more critical for business success.

How finance takes on this broader role in serving the business in the future has implications for the types of skills needed and the development of those skills. Management accountants can get an in-depth look at these skills, and assess where they stand by using the CGMA Competency Framework. The framework is designed for CGMA designation holders, but is unlocked on CGMA.org and available for download and use by all finance professionals, their employers, HR professionals and educators.

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4 Career Resources for the Management Accountant

Career-resourcesThere’s no need for media reports to tell us that business has changed more in the last few years than we could ever have imagined. We’ve seen first-hand how our role has moved in new directions, markets have become more competitive and a commitment to learning has risen as a must-have for success. Ironically, along with these challenges are tremendous benefits that have brought us greater leadership opportunities and job satisfaction, stronger team and organizational performance, and the latest in professional development.      

As widespread as these benefits are, attaining them calls for resources designed for today’s business environment and the finance teams that drive it day after day, year after year. Yet, it can be overwhelming choosing from so many leadership and career resources on the market. To help ease the process, here are four recent CGMA releases:

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5 Tips for a Culture of Inclusivity

Female-leadersWhen it comes to success, we often see and hear more well-intentioned plans and how-tos than we could ever use. Websites, blogs, consultants, colleagues and for many of us, our friends and family, all have opinions on what can help businesses stay on course. But what if one of today’s best resources for success is right inside our own companies and it just isn’t being developed as strongly as it needs to be?

I found some great insights into that issue recently when I attended Tomorrow’s Company’s launch of their report, Tomorrow’s Global Leaders: How to Build a Culture that Ensures Women Reach the Top.Tomorrow’s Company is a London-based global think tank that helps guide senior executives in leadership, talent, sustainability, governance and other top management areas.

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A Look Inside the Business of American Indian Gaming

Roulette-wheelAmerican Indian gaming generates an estimated $26.2 billion in annual gaming revenues within the United States. The industry has seen a vast expansion over that last two decades encompassing 237 tribes in 28 states. The economic impact of American Indian gaming has given tribal nations the opportunity to rebuild their infrastructure and strengthen their culture after decades of destructive federal policies.

As an enrolled member of the Prairie Band Potawatomi Nation and chief financial officer/director of finance at Prairie Band Casino & Resort, I know first-hand that tribal nations have been limited with the economic development opportunities that reside within defined reservation boundaries. Therefore, the advent of Class II and Class III gaming operations on reservations presented a real opportunity for tribes to raise capital and strengthen their communities. The Indian Gaming Regulatory Act of 1988 stipulates that a tribal nation must have land in trust status prior to 1988, and complete a state compact with the state that they reside in to conduct Class III Gaming. Further, the state must already be involved in gaming, and in this case any major lottery qualifies a state.

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Re-envisioning the CFO as the Chief Future Officer

Chief-future-officerAre you ready to be the chief future officer? That is what I imagine to be the ultimate role of today’s CFO, someone who offers the kind of multifaceted, high-end skills that organizations can use to achieve their strategic financial goals and drive innovation.

The role of the CFO is already undergoing rapid change. In fact, 66% of global CFOs don’t believe the current definition of that title adequately captures the diversity of their position, according to an Ernst & Young study. Finding the skills needed to move an organization forward is going to be an ongoing challenge, however. In an Accenture survey, 40% of decision makers in Europe believed that the future success of their organizations depended on high-end analytical skills, but only 15% said they had these skills. So-called soft skills are also vital. IBM research has found that CEOs believe the critical skills for future success are being collaborative, communicative and creative.

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How Can You Impact the Future of Global Finance?

That’s a question I am constantly asking myself and my staff. Management accounting is more relevant than ever. Forward-looking and externally-facing, it brings structured solutions to unstructured problems.

The AICPA and CIMA believe there is an unmet need for a set of global principles to help organizations gain an integrated view of the business environment. That is why we have developed the Global Management Accounting Principles©, which are open for public consultation until May 10, 2014.

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Building a Foundation for the Future of Management Accounting

CGMA-wordcloudThe strength of the tallest buildings lies within their foundations. As the CGMA designation continues to grow, I’d like to tell you a little about the foundation that makes it so strong. 

The CGMA designation was created to help people and businesses succeed. As we head towards 2015, there are a several major releases from the AICPA and CIMA, culminating in a universal exam in January 2015. These releases are the foundational building blocks of the designation.

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Get “Unstuck” in 2014

Fish-getting-unstuckLike so many of you, I am passionate about both leadership and learning. Recently, the thought struck me that on occasion, my desire for personal and professional growth might actually get in the way of my leadership and learning.

I’m sure you can relate to the feeling of “sprinting to the finish” on various projects. But how often do you really feel like you’ve reached the finish line? Instead, what if we’re actually like hamsters on a wheel, essentially stuck in one place? This was an “ah ha” moment for me—a realization that my logical mind had some trouble laying bare.

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Q&A with Barry Melancon, CPA, CGMA, AICPA President & CEO

Q&AWhat opportunities and challenges does the head of the AICPA foresee for the CPA profession in 2014? What were the profession’s significant achievements in 2013? Barry C. Melancon, CPA, CGMA, AICPA president and CEO, answers these questions and offers insights on how the profession will continue to adapt to today’s changing environment, addressing clients’ and employer’s needs. Citing successes with regulation, legislation, recruitment and positioning the profession for the future, Barry strongly believes CPAs will build on a solid foundation.

1. What were the AICPA’s legislative or regulatory priorities this past year and what’s in store for 2014?

We continued to have success in the advocacy area in 2013. In one significant victory for the profession and the public, the Securities and Exchange Commission exempted CPAs from registration as municipal advisers when they are providing certain accounting or attest services. We urged the SEC to exempt CPAs from the definition of municipal advisers after it had indicated that anyone performing accounting services for governments would be defined as a “municipal adviser.” It was critical that our voices be heard on this issue because such a broad definition would have made it more difficult for CPAs to serve governments and potential investors without taking on unnecessary and duplicative costs or compliance burdens.

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CPAs in Business and Industry Optimistic for 2014 Revenue Growth

Revenue-growth-2014The end of the year is always a good time to reflect on the past and consider the future. So perhaps it’s no surprise that the latest AICPA Business and Industry Economic Outlook Survey has inspired me to share some of my reflections and thoughts with you.

Thinking back to the fourth quarter of 2012, CPAs in industry were deeply concerned about the economy, especially with the “fiscal cliff” looming large. Fortunately, we had a last minute resolution to the dilemma on December 31, 2012 and concerns about the overall economy and politics abated somewhat in the first half of 2013. Optimism about the US economy improved, and the number of CPAs saying they were optimistic about their companies and having plans to expand also increased.

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KC Chiefs’ CFO Has a Winning Game Plan for Management Accounting

I recently watched a new video featuring Dan Crumb, CPA, CGMA and CFO of the NFL Kansas City Chiefs. The video brings to life one of so many unique paths for CGMA designation holders. Dan says that he never thought he’d work for a football team. Now, as the Chiefs’ CFO, he leads finance, IT and the ticket office. His job is to make sure that all systems are functioning 100% of the time so that the Chiefs can focus on football.

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Finance’s Vital Role in Managing Organizational Risk

Rope-light-bulb“Accountants have a vital role in translating the impact on the financials in three metrics: operating performance, balance sheet strength, and volatility,” said Gregory Case, President and Chief Executive of Aon at a CGMA event held in partnership with the London think tank Tomorrow’s Company. “The whole role of the accounting profession, the language of finance, is absolutely essential and critical.”

According to a recent article in CGMA Magazine, “the aggregate level of risk to businesses is rising at an unprecedented pace. Cybersecurity challenges threaten businesses and even the stock exchanges where value is traded. Social media’s expanding influence can draw attention to risks, crush reputations and cause investors to flee.”

I’m continuously impressed by how CPA, CGMAs are applying their strengths and knowledge to help organizations adapt and embrace innovation. During our visits to large multi-nationals, we learn how the finance teams in highly successful companies are harnessing innovation. In addition, we invited senior executives to share their experiences at events in Asia, Europe and the Americas. Their insights and our research results are captured in the CGMA report, “Managing Innovation: Harnessing the power of finance.”

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Lifelong Learning: The Fuel Driving Value Within an Organization

At the last meeting of the AICPA’s governing Council, I had the pleasure of moderating a panel discussion between three esteemed colleagues--all of whom are CGMA designation holders. Along with Bill Schneider, CPA, CGMA, Deirdre O’Connor, FCMA, CGMA and Ash Noah, CPA, FCMA, CGMA, I spoke about the latest issues affecting management accountants in business and industry--and how the education and experience that lead the earning the CGMA designation, and the continued learning that each of them do, helps them shape their unique, but equally phenomenal careers.

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Finance Chiefs Require Broader Skillset for Their Teams

Amazing-personIn a recent Financial Times article, Sally Fisher of Deloitte noted that while they are not new skills, “you rarely find in one individual strong technical skills, strong commercial acumen and strong behavioral skills.”

She’s right. Fortunately, CGMA designation holders are a step ahead in satisfying the ever-changing needs of their organizations. In the years of experience and education that led to earning their designations, they have worked to complement their financial skills with the business acumen needed to contribute fact-based analysis and recommendations on a range of topics critical to corporate operations and strategy.

Management accountants have a unique opportunity to step in and act as key advisers to their companies by looking at strategic and operational areas outside of finance.

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Global Governments Waging War on Corporate Tax Avoidance

Tim-cook-apple-testifyingWhile reading through the Sunday New York Times, I stumbled across an opinion piece on corporate tax avoidance that I think is particularly relevant for business and industry CPAs. In today’s struggling economy, the corporate tax system is a hot button issue both in Washington and around the world. As companies become more global, we as CPAs in industry can continue to add value in this area.

The article, “Who Will Crack the Code?” by David Leonhardt, starts out by talking about the shift in the soda industry from domestic to foreign concentrate production—just one example of a thread that runs through many different industries. Leonhardt notes, “as a result [of moving manufacturing operations overseas], the industry paid a combined corporate income tax rate of only 19.2 percent over the past six years…the average rate for companies in the S&P 500 was 29.1 percent.”

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U.S. Employer Visits Underway to Promote the CGMA Designation

In his CGMA video interview, Chris Ling, Financial Controller of British Gas, explains well the increasing responsibilities of the finance department and why the function is evolving at such a rapid pace. “The rate at which the business world is changing is forcing everything to change faster,” Ling said. “So it’s our job as finance professionals to make sure we are supporting business as best as we can and as fast as we can.” As the external market drives the pace of change, and as that pace is ever-increasing, the finance function needs to continue to evolve to remain relevant.

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Innovation through Sustainability: It’s as Simple as Soda Pop

Sustainable-innovationCall it what you will: pop, soda, Coke, Pepsi, Cheerwine, bubbly juice… countless Americans have an insatiable thirst for carbonated drinks, but we all know the costs of consuming a lot of soda over time can add up and it’s often bad for us. Plus, the discarded cans and bottles take a heavy toll on the environment, piling up in landfills across the world.

Enter SodaStream, an appliance you can use to make carbonated drinks straight from the faucet. SodaStream International Ltd., the product’s manufacturer, has a completely sustainable business model featuring reusable bottles that can last one year or more, rechargeable CO2 canisters and any number of flavored syrups to liven up your drink. The result: landfills are spared more than 1,000 plastic bottles per consumer every year, customers reuse system components, and this savvy company gains major profits and a well-earned reputation for being innovative and environmentally conscious. Over the past few years the company has also achieved remarkable growth, increasing revenue by 51% and net income by nearly 60% from 2011 to 2012. What CFO wouldn’t be impressed with that?

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Tomorrow's Company and the Ethics of Culture Change

Better-place-signRecently a colleague of mine attended a Tomorrow’s Company lecture in London as a guest of CIMA. Tomorrow’s Company is a London-based think tank that offers lectures and publications on issues like leadership and talent, sustainability and governance. CIMA, as a corporate member of Tomorrow’s Company, sponsors some lectures, as they did on this particular evening. The lecture she attended was given by Dick Olver, Chairman of BAE Systems, one of the world’s largest defense contractors.

Dick’s lecture was titled "A journey of culture change" and centered around his organization’s successful efforts in the area of ethics. With Dick’s appointment as chairman, he ushered in a complete overhaul of the company’s culture. He said, “The culture we’ve tried to develop is one in which our people take the company’s core ethical values into account in every decision they take. One where doing the right thing becomes an almost subconscious response.”

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AICPA Advocates for CPAs with Mobile Workforce Legislation

Tax formsDo you or your employees travel around the country, working in different states and jurisdictions? As I travel around the United States, I hear more and more management accountants lamenting the difficulties associated with interstate operations and the significant regulatory burden with regard to compliance with non-resident state income tax withholding laws.

Currently, there are 41 states that impose a personal income tax on wages and there are many different tax requirements regarding the withholding of income tax of non-residents among those 41 states. While some states offer de minimis thresholds or exemptions before taxes must be withheld and paid, others require only a work appearance in the state before imposing personal income taxes on the employee and withholding requirements on the employer—even for just one day.

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Using KPIs to Become a Trusted NPO Business Advisor

Key performance indicatorKey Performance Indicators, while frequently discussed in the for-profit sector, can be an essential aspect of a non-profit organization’s financial health and performance. KPIs are quantifiable measurements of an organization’s health or success. Determining what KPIs are important for a particular organization can be difficult, especially if that organization isn’t a franchise in a larger collection of organizations. As a CPA, you can identify KPIs for your NPO clients, explaining how they can use these indicators to their advantage. When understood, KPIs can allow NPOs to benchmark their progress against peer organizations for context about healthy and not healthy positions to be in.

Important principles to remember when helping your nonprofit clients select and identify KPIs:

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The Extraordinary Possibilities of the Accounting Profession

Richard-caturanoI was a kid from a blue-collar immigrant background, growing up in a neighborhood where most adults cobbled together a living from two or three jobs. When I turned 12, our community got its first CPA resident. That’s when I learned what a CPA was, and that it could lead to a better life. Thanks to the CPA profession, I grew up to be able to live the great American Dream.

I am honored and excited to write to you as the new AICPA Chairman of the Board of Directors. I believe the CPA profession is full of even more promise today than it was when I first started my career. For those with determination, adaptability and persistence, the profession offers extraordinary possibilities. I’ve learned the key to achieving that success: embracing change and seeing the opportunities in it.

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Does Your Organization Invest in its Employees’ Training and Skills Development?

Talent Pipeline Draining GrowthOrganizations around the globe face extraordinary challenges when navigating through the current global economy. To thrive in the long-term, organizations must constantly innovate, evolve and transform.

One of the most critical factors that determines an organization's fate in this environment is the quality of its human capital and the way it manages its talent pipeline.

A recent report from the AICPA and CIMA showed that while most companies understand the importance of human capital, they do not appear to have the right systems, processes and information in place to manage talent effectively. Think about your organization for a minute. Does it invest in training and the development of talent and skills? Or does it view training as a compliance tool?

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In the News: CGMAs Can Bridge the Gap in Human Capital Management

CGMA logoDavid McCann at CFO.com spoke with Arleen Thomas, CPA, CGMA, AICPA SVP of management accounting, about a recent talent management survey for Chartered Global Management Accountants conducted jointly between the AICPA and the Chartered Institute of Management Accountants by the Economist Intelligence Unit. The report found that 43 percent of the CEOs, CFOs and human resource directors surveyed said their companies have missed financial goals in the past 18 months because of inadequacies in human capital management. Almost the same number, 40 percent, indicated that such shortcomings—which could include insufficient systems, processes or management information—have hindered their ability to innovate. “We believe that talent and the human dimension drive business growth and companies haven’t focused enough on that,” said Thomas. “Too many companies look at talent in terms of what they have to do to comply with labor laws and regulations, rather than understanding that it can be a competitive differential.”

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A New Chapter in the Profession’s Extraordinary Story

It’s amazing to see what can happen within a single year. That’s one of my main observations as I complete my extraordinary time as your chairman.

I was honored to serve as chairman during the AICPA’s 125th anniversary. The Institute’s founders wanted to make a difference in the lives of CPAs and the people and organizations with whom they worked. They clearly succeeded, and I am confident we will continue to create value for our clients, employers and the public as the 21st Century progresses. As this year draws to a close, I see an increasingly vibrant profession preparing for the immense challenges facing us. Most of all, I see a profession that, throughout its history, has served with integrity and unleashed opportunities for success.

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Stakeholders Invested in Sustainable Business Practices

CGMA Report Thirsty PlanetHave you seen the CGMA Report “Thirsty Planet”? The report expertly underscores the need for businesses to consider social and environmental sustainability as a means to sustain business. Ensuring that natural resources, such as water, are safe and clean for future generations, communities and businesses to come should be a priority for businesses. 

A sustainable enterprise has a clear strategy not only on how it will make money, but also on its social and environmental impact. An organization’s ability to create and preserve value for itself, its stakeholders and society at large, depends on the strength of its business model;  the sustainability of the financial, social, economic and environmental systems within which it operates; as well as on the quality of its relationships with, and assessments and decisions by, its stakeholders.  Businesses need to consider environmental and social impacts in order to have a genuinely sustainable business that makes money—not just because it is the right thing to do, but also because it makes good business sense. 

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Compelling Research and Helpful Tools for CGMAs

As a busy CPA in Business and Industry, you may not have time to seek out resources to help you in your day-to-day work. More than 33,000 CGMAs are already enjoying access to valuable benefits like innovative thought leadership reports and tools. The following is just a sample of the dozens of resources available on CGMA.org.

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Outlook for the Global Economy Declines in Latest CGMA Forecast

CGMA accounting management businessOn July 10, the AICPA and CIMA released the results of the most recent CGMA Global Economic Forecast, which showed the world’s CEOs, CFOs and senior management accountants hold an increasingly pessimistic outlook for the global economy over the next 12 months. The shift to a more negative sentiment appears to reflect the worsening of the sovereign and financial crisis in Europe and its effects on other regions, as well as slower growth in China and political and fiscal uncertainty in the U.S.

The CGMA Global Economic Index – a comprehensive gauge of executive sentiment within the Forecast – declined 7 points to 58 from the first quarter 2012 reading of 65. The Index is a composite of 10 equally weighted survey measures on a scale from 0 to 100, with 50 considered neutral and numbers above that signifying positive sentiment.

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