Our Strategy

Our strategic intent is to proactively shape the profession of the future by developing opportunities for our members that build value for themselves, their clients and the communities in which they live and work

Strategic Review

In the latter half of 2017 a strategic review was undertaken in consultation with members globally. It captured the thoughts of those members across career stages from student to executive, those working in practice, commerce, the public and not-for-profit sectors, and included perspectives from both metropolitan and regional communities.

This review included:

  • 80 focus groups
  • 25 interviews
  • face-to-face contact with around 700 members.

A programme of 105 workshops revealed common perspectives and experiences across the membership.

It confirmed that members feel that the profession as a whole is changing rapidly, with much more disruption than in the past. And it revealed an appetite among members to further engage with each other in the digital environment and take advantage of services and programmes that will help them continue to achieve success.

Our Strategy

Our strategic intent is to proactively shape the profession of the future by developing opportunities for our members that build value for themselves, their clients and the communities in which they live and work.

The strategy discovery, invention and design process yielded four lenses on the future that reflect member feedback, which are:

Strategic Lenses

The accounting professional of the future:

  • Maintain the relevance of accounting professionals and enhance their value to business and society.
  • Develop future Chartered Accountants equipped with the right mix of capabilities and dispositions, able to solve highly complex business problems.
  • Attract a more diverse pool of candidates into the profession, meeting market demand for well-rounded accounting professionals.
  • Support the ongoing development of members by offering tools and lifelong learning to ensure career success.

Practice of the future:

  • Help small and mid-tier practices to reconceive their business models, work practices and capabilities.
  • Support practices and practice leaders to address key issues across the lifecycle of a practice.
  • Explore the changing nature of work in practice to create better tools, learning programmes and advocacy.

Services of the future:

  • Help members explore what new roles the individual Chartered Accountant's skillset could offer and what new markets and services they can add value to.
  • Leverage the position of trust held by Chartered Accountants to extend their reach into new areas of opportunity.
  • Understand what services are most relevant in the marketplace and shape the education and advocacy programmes to drive opportunity for members.

Communities of the future:

  • Make it easier for our diverse membership to collaborate with each other and their professional body.
  • Enable a more active and engaged membership to leverage the combined connected intelligence of the chartered accounting community to create solutions.
  • Facilitate virtual and face-to-face opportunities for members to network around their needs and interest areas.
  • Listen to, and understand, member needs in real-time, regardless of physical location.
  • Create a channel to amplify advocacy messages and increase the influence of the chartered accounting community.

We applied these lenses to our activities to understand how our work reinforces the capacity of members to thrive and adapt. This in turn led to the development of five strategic initiatives that will sharpen the support we offer members as they work to proactively shape and strengthen the profession for the benefit of those they serve.

Strategic Initiatives

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