The AICPA Wants More Members (And I'm Cool With That)

Tuesday, May 25, 2010 , 1 Comments

Now listen, I'm not trashing the AICPA for wanting more members, I think it's an awesome idea. Had they come up with this back when I was CPA Wrangling for a California CPA, I would have totally tried to have him sponsor me for a membership. After all, it's the AICPA! We're talking creme de la creme of accounting, bizarre pigheaded ad campaigns aside.

So says the AICPA:

The governing Council of the American Institute of Certified Public Accountants approved revisions to the Institute’s membership categories to draw more qualified people into the accounting profession and widen the availability of AICPA knowledge and resources.

“The strength and dynamism of the CPA profession is based on a broad range of expertise and career paths in public practice, business, industry, government and education” said AICPA President and CEO Barry Melancon. “This was a comprehensive review of our affiliate, associate and voting member categories. The changes aim at maintaining the prestige of the CPA and keeping the inflow of new members steady and strong.”

It's brilliant. Accounting is cool for the first time since Matthew strapped on a green eyeshade and demanded Jesus pay his taxes, why not expand membership to include not just accountants but enthusiasts of the industry like myself who don't quite fit into the predetermined categories of "professionals" in the industry?

Good for them. JDA stamp of approval!

Happened to catch our buddy Benjamin Bankes on the teevee this evening, which made me feel even prouder to be professionally located on the fringes of the accounting industry. Awwww.

Jr Deputy Accountant

Some say he’s half man half fish, others say he’s more of a seventy/thirty split. Either way he’s a fishy bastard.


Brady said...

As a CPA and a trusted advisor, you may be asked for advice concerning accounting software. These tips may help your clients with their decision making processes.

12 Steps to a Better ERP Launch©
Carlos Lozano, MCS, MBA, Consultant

Improved processes and a competitive edge are the destination, but how do you get there? Whether your business is entering a first ever enterprise resource planning (ERP) experience or considering a move to an ERP that more effectively meets current requirements, clear expectations and planning can improve your experience and near term success. The following steps will help you reach your goal.

1) Quantify ROI expectations. Know why you are implementing a new ERP and what the results will be. These should be specific to the processes you are seeking to improve such as inventory, and the time frame in which the ROI is to take place.
2) 100% organization “buy in” is essential, including managers and non-managers. Buy in looks this way:
A. Be willing to commit the time, information, processes and resources to making this transition successful.
B. Keep the vision of improved competitiveness and profits at the forefront at all times.
C. Accept that current processes will change and prepare to adapt to the new processes.
3) Understand who owns the final responsibility for success.
A. The company is the final owner of the outcome.
B. Consulting partners facilitate success, provide tools and expertise.
4) The CEO, COO or CFO assign individuals or a group as project managers and empower them to insure compliance, buy in and smooth process execution. Empowerment is a tool for addressing organizational resistance.
A. Project managers should include key player from all departments and processes.
B. Project manager should welcome individual input while conveying that they will have final decision making responsibility.
5) Assume that the project will take time away from established resources for the project implementation period.
A. Time impacts productivity.
B. Time may require additional human resources allocation or redistribution on a temporary basis.
C. Plan ahead to compensate for these changes.
6) Stick to the initial scope of the project, unless a critical element has been overlooked, and save the “wish list” for later.
7) Acknowledge expertise gaps and bring in objective outside resources when necessary for first round implementation success.
8) Assume that change is not easy but it is the way to growth. Let go of what isn’t working for your organization. The goal is greater efficiency and competitiveness. If the old way worked, your organization wouldn’t have launched on the path for a new ERP.
9) Train to reinforce, test, transfer knowledge and insure the best delivery for your project. Training completes the cycle and takes the hypothetical to real world success.
10) Make a clean break. Do not run parallel systems once you launch. This reinforces old behaviors and habits. Test the system before launch and make sure everything works before you Go Live.
11) Allocate on-site support for the first 30 days or more after you go live. Do not assume that your human resources already know how to do their job in the new construct. It’s easier to identify and fix glitches earlier than later.
12) ERP will not be painless but the process can be made easier by following these guidelines.

Carlos Lozano, an entrepreneur and international manufacturing and ERP software expert, has launched two successful technology companies during the last 20 years. He is currently the CEO of ITS-Dynamics, Inc., with operations in Austin, Texas, Mexico and Chile, and the company is a leading Microsoft Dynamics Gold Partner in both the U.S. in Latin America. Lozano is an MBA graduate of the IPADE School of Business, considered one of the world’s top MBA programs. He may be contacted at or you may visit the company web site: