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As an owner or partner are you still teachable? If you aren't, then you better get out of the way because technology is pushing our firms forward, with us or without us. Younger partners and team members are ready to usher in new technology. Are we getting in the way? Things are not going back to the "way they use to be" so you might as well get moving forward. Just look around at the technology opportunities like Skype, the iPhone, Scan & Populate programs and the new client portals we see popping up everywhere. Someday we will receive all data electronically from employers, the IRS and banks. We will have to be paperless and will have to build a digital office. Is that time today? Maybe not it is inevitable. Technologies are changing the way we live, work and play. It may seem overwhelming. It is overwhelming, especially for the technology impaired of which class I am a part of. So, it is imperative that I jump into the deep end of the pool of technology, if I want to thrive in today's firm. Now, this doesn't mean jump in blind or in every pool. Pick what makes sense.

I have heard the voices of the accounting industry profess that if you are not in the cloud you are not "in". Spend time investigating cloud, workflow, paperless and portals. What makes sense for you and for the season your firm is in is not the same as every firm. Technology is not a "one size fits all" decision. You don't need to follow the crowd. Creative Solutions is not the golden child and Intuit doesn't rule the world. The options are many....so review and investigate. This is a big part of best practices.

When it comes to transforming my firm with technology and implementing best practices I want to engage and explore things that can change my firm. However, learning new things is not easy, certainly not for me and my age group. I remind myself of how I got here. It took schooling and hard work. I tell myself I am a chameleon. I am intelligent, I am pliable, I can still learn. I am not the "old dog" that can't learn new tricks. I am being pushed by younger forward thinking professionals. With each new application and mobile device I find myself getting more acclimated. With practice and invested time I am improving my skills. I try to empower the younger team members to take ownership of the changes in my offices reducing my invested time and improving the success of new implementations. I don't have to do it all. Remind yourself!

I am surrounded by twenty and thirty something team members that can't fathom a work place with paper. The other day I heard that someone who worked at Apple that there wasn't one piece of paper in their offices. It's almost eerie. Can you imagine an office without paper? I can. Now I know that this is not entirely possible in an accounting firm yet, but we are getting closer every day.

With the advent of better applications becoming available, comes new opportunities for improving our firms. With it are new horizons to explore and consider. After 25 years of consulting I am still learning, still inventing, still growing. That's the fun in it! Every firm I visit I learn something new. I try to implement the things my clients have shown me and add features to our software that's suits them. I regularly get asked about best practices with regards to practice management. I share what other firms are doing and their successes. Every one of them has embraced new methods of tracking phone calls, documenting client and staff interactions through documents and email. They have reviewed value billing and the related time we spend performing services. They have reviewed paperless methods, workflow changes and new client portal options. If a firm is willing to embrace best practices then Office Tools Professional's Practice Management Software can transform and renew their firms allowing them to make more money and find better work/life balance.

The most important advice I can give is to embrace technology, don't ignore it. Hirer and empower your staff to implement new technologies. You don't have to be 100% cloud or use strictly web software. You don't have to change your whole firm in one year. Decide what digestible chunks you can implement each year. Investigate and make a plan. Is it using an integrated app or purchasing a few one trick ponies? Is it one application or feature this year and another one next year? If you are willing and invest some time each year you can jump into the deep end and not drown. These efforts can help you implore best practices and turn your firm into one of the best practices around.

Increase Your Productivity and Profitability With Systems

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When was the last time you dedicated time to working ON your business instead of IN it? 

The key to transforming your practice into a successful business machine is to transform yourself from being an employee in your business, to being a successful leader and entrepreneur. What does it take to do that? You need to shift your business from depending on YOU to depending on other people and processes. Systems are the tax materials you need to run your business efficiently and profitably. 

Good processes in a tax business will lead to greater profit margins, greater employee satisfaction, greater accuracy, and greater control over scheduling and quality of work. 

Many tax business owners mistakenly believe that tax businesses are impossible to systematize. But tax businesses actually present many opportunities for systematizing. Due to the fact that our work features repetitive tasks, we have an optimal environment for creating processes to streamline the work. And in spite of the fact that we have deadlines on our work, this creates an opportunity for creating controls. 

Good processes include controls and safeguards that protect your business from uninformed or poor decisions or bad behaviors, so that essentially you control the outcome you desire. 

External controls allow you to SEE that the right things are happening. If things are going wrong you see it instantly so you can fix the problem and keep things running smoothly. 

Internal Controls control the work without someone having to remember to do something to use them. Processes that control variables are a good example of internal controls. If you establish protocol preferences in your tax return prep software for example, which limits the judgment required of your preparers you can control the quality of the work. Removing judgment is one of the variables that can kill a good process. 

Most of the time tax business owners judge that our industry prevents us from systematizing due to the amount of variables we face in our work. The biggest variable by far is the PEOPLE. Clients delay submitting their information. Documents arrive in various formats and levels of completion and accuracy. People kill our chance at completely automating our processes. 

One of the secrets to great systems, however, is designing a process that controls the variables. And YES, controlling the people can be done! Create a system for how you collect and distribute data. Clear communication with staff and clients will help make the process more effective. 

Sticking to your procedures is essential to controlling the variables. Your clients will try to circumvent your standards, it is up to you to ensure control over your processes. If you discover problems with your systems, first analyze whether or not it is a true problem with the process or a problem with the people. If you find a problem with your process, it is easy enough to correct. If you find it is a problem with people, you may have to get tough, but the rewards are worth it! Take some accountant CPE on creating systems for your business. Then create them, sit back and let your business depend on someone else for a change! 

Dominique Molina is President of the American Institute of Certified Tax Coaches, an organization of tax professionals who are trained to help their clients rescue thousands of dollars in wasted tax. In addition to her blogging and speaking engagements, Dominique provides CPA continuing education as a registered educator with the National Association of State Boards of Accountancy (NASBA).

The need to use a document management system (DMS) and go paperless has never been more prevalent. I was at a client's office last week and found myself trapped behind a desk that had 3 foot high stacks of paper. I found it difficult to see the person on the other side who I was training. Needless to say I really affirmed the owner on his purchase of our Practice Management software.  I know there are more of you out there swimming in a pool of paper... shame on you! This blog is for you.

As your firm grows and  add staff members, you add more and more data to the daily process of running your firm and automating your workflow is a must! Why spend thirty minutes looking for an email from six months ago in Outlook? Why send a tax return to the DMS within your tax software? That makes no sense, and here's why!

When utilizing the Document Management in our software, you can file all documents by client, by year, by project, by category, and by file name. This subfolder path empowers the user to locate the document within seconds because all subfolders integrate with each other as you use them to filter within the search.  Ex: Choose the "Year" 2010 and "Project" 1040 tax return and the system will locate only the documents that are associated to these two filters; whether it is a PDF of the tax return or an email associated to this filter  Practice Management will navigate the user to the desired documents.

Any file that can be stored to your computer, whether it is a word document, a PDF document, a JPEG, or an email...ANY TYPE OF FILE that can be stored on your computer can be navigated to by  our software. See, the documents are not literally stored within our software; they are stored on your server! We are the link to the document. The Practice Management software is non-proprietary and the document is stored in its original format. These are your documents not ours, retain control over them by utilizing this non-proprietary resource!

Placing a document within the document manager is extremely easy. You may drag and drop or print to PDF and send to Practice Management through our free Adobe add-in. We also offer a free Microsoft Office add-in that allows you send over all pertinent emails or word documents to be stored. The beauty to the system is once the document is placed, you can do a number of administration functions with it. Ex: From the document manager area you can directly email documents to clients, or send documents through our web portal which is password protected and HIPAA, SAS 70, and FINRA compliant, or send them over to review by another staff member or partner: a myriad of possibilities.

Stop jumping around from software applications to accomplish the workflow management task at hand. Centrally locate all steps of your workflow, relieving the wasted time you spend trying to locate the information as well as the compromising of data within multiple databases.

Why did I go into business for myself? That's a loaded question. I sometimes wonder the many what if's, like what if I hadn't been laid off in 1993 and started my own business. As the years have passed, I am now reminded that even though ownership has had many ups and downs it has truly been a blessing both in my business and personal life. 

I remember how unrewarding it was working in a large company that never acknowledged workers real values and skills. Sometimes it reminded me of a high school popularity contest, so full of angst and pretentious pride. This never served the company or its customers well. I vowed if ever given the opportunity I would do things differently. I saw ownership as a way of saying, "Hey, people and their ideas are the real assets of the business." I had hoped if given the opportunity I would do better than my superiors. 

I saw business ownership as a way to be my own boss, being in control, controlling my destiny. I also saw it as a way of controlling my time and daily schedule, taking time off to watch my children's dance, music and sporting events. This would also allow my family to home school and take more vacations. I never really liked someone ruling over me and my fortune 500 experience proved to be a real "Work hard for nothing experience." I also saw it as a chance to nurture my own ideas and creativity. To spread my wings, guide the ship and see if I could do a better job than others. Doing a better job than others meant unrestricted pay, right? At least I hoped so. Little did I know that ownership came with firm responsibilities that would control me if I didn't control them? I needed to get a handle on the time it takes to administer my firm. 

Automation is the beginning of building a great firm. Today there are so many options for automating. Consider paperless as a first step, better workflow as a second, accurate time controls and tracking and lastly good hardware to support it. Office Tools Professional provides the foundation for administration software for any practice. It combines the most common things every firm does on a daily basis and simplifies them. It reduces the amount of time we spend in non-billable tasks and provides information not just to management but to the firm's staff empowering them for better decision making. Better decision making that ultimately takes fewer staff and creates better client relations at the same time. Now that's getting administration under control and saving money at the same time too. This provides real automation that can be measured through management reports and seen in action in the firm. 

We have grown now over the years but have kept administration automation as the foundation for our Practice Management Software.