Greatest Hits: 5 Keys to Building a Firm that Thrives

Hundreds of new faces have joined this newsletter community since the inaugural edition I sent back in March.

I'll tell you, it’s a joy to know that so many leaders in the accounting profession and across professional services are interested in thinking differently to create a better future for themselves and their firms.

So, thank you for being here.

The thing is, in a world that values the latest and greatest, it can be easy to overlook the foundational principles that lead to building sustainable and relevant firms.

While I plan to continue providing new insights on growth, scaling, and firm strategy each week, I also see value in revisiting some of the mindsets and approaches that serve as the building blocks of any thriving firm.

Sometimes we have to read, hear, or learn something many times before it sticks.

So today, we're going to hit the archives and revisit some of the most important articles I've written to date.

Consider this a 'greatest hits'. I chose these 5 because they are the foundational ideas behind building a firm that thrives.

Many of you have never seen these articles and even if you have, I encourage you to choose one or two to revisit because the same principles applied many months later lead to different learnings and results.

Here are 5 keys to building a firm that thrives:

1. A well-defined, documented, and distributed strategy.

All roads lead to/from strategy.

In my advisory work, this is one of the recurring themes I work on with CEOs.

"Where are we going?"

The answer to this question (a strategy) becomes the litmus test that informs every subsequent decision that needs to be made within the organization.

📃 Here's how to build a winning firm strategy.​

2. A system for innovation.

Innovation is a result, not an action.

It's an output of asking the right questions, being curious, and being willing to create solutions to pre-existing problems from scratch.

So, the most progressive and innovative firms (the ones that will thrive in the future) focus on nailing the inputs so that innovation and results will result.

📃 It starts with asking one simple question.

3. A willingness to BREAK THE MOLD™.

BREAK THE MOLD™ is a rallying cry built on the idea that what got us here won't be what gets us to the next level.

It started as a clarion call that propelled our strategy and beliefs during my time at Baker Tilly and now serves as the foundational approach I take with my clients.

Let's prove that our current operating models, conventional ways of thinking, and long-standing principles still put us in the best position to thrive.

📃 How to use BREAK THE MOLD™ to redefine your future.​

4. An understanding of what leads to meaningful progress.

Don't you ever wonder what's happening inside organizations that are growing, scaling, and innovating at rapid rates?

Do they really have better ideas? More talented people? Access to better or different resources?

Well, I had the opportunity to be CEO of an organization that grew from $475m to $1.5B within 8 years and I can tell you, while those things are important, they are not the differentiator.

📃 Here's what actually leads to progressive organizations getting stuff done.​

5. A willingness to take ownership of the need to evolve.

There's an awful lot of doom and gloom regarding the future of the accounting profession and thinking that CPAs will become irrelevant.

I completely disagree. I believe this wonderful profession is needed more than ever.

So is the future of the accounting profession in jeopardy?

I say no.

📃 The future of the firms? Well, that's a different story.​

I hope you enjoyed this 'greatest hits'. Let me know if it's helpful to revisit some of these topics from time to time.

While I intend to educate through these articles, I also know it's usually not an information problem that leads to firms not growing or succeeding as they hoped.

It's typically an implementation issue. Applying these ideas can be challenging—especially when you're working in the business every day.

That's why I make myself available for advisory calls and mentorship calls each week. Sometimes, talking things through with someone who's been there is the most helpful medicine.

Many of you must not think I'm serious about taking your calls—I encourage you to try it out. It's been a joy to connect with members of this community.

I'll be back next week with new insights and perspectives on building a thriving firm. See you then.

With intention,
Alan D Whitman