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PACE Academic IG

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I've been involved in a couple calls recently which have me pondering what it means to be a management accountant. Some professional organizations are trying to expand the pool, but possibly diluting the vision of the profession in the process. So, how do we distinguish our profession from other tangential/connected disciplines? How is the PA Framework a part of that?

Great PACE webinar today on "Principles of Profitability in Higher Education." Great presentation by Ron, Susan, etc. The time ran out before my question could work its way to top of list. I'd love response from anyone who's experienced the work of applying profitability analysis in this space.

What insights can be shared about the scale/scope of a project in this area (ABC assessment of a higher ed institution)? What are the basic steps, costs, expected timeline?

Guess these last couple weeks are provocative themes. Within higher ed there is great concern about accounting enrollments. Even greater is the debate about what the root cause of students lacking interest in accounting as a career path. I'm increasingly of the mindset that the programs and possibly the discipline have done themselves no favors by doubling down on topics of compliance and accounting code. The bookkeeping and compliance dimensions of the discipline are already on deck for automation (if they have not already been). Moreover, that is not where the value-add in our discipline is. The skills needed and expected of the next generation of accountants are much more analytical and forward-looking.


One of the things which constantly fascinates me in so many different dimensions is the mindset with which people approach something. Probably grossly over-simplified, but when the mindset shifted from protecting their secrets and the mystery of their formulas, alchemists became chemists and the world was forever changed. Yet, too often, people approach opportunities of potential only with a mindset of how they can benefit, and not how they might contribute to realizing that potential. Perhaps worse, they are afraid of new opportunities because it might change or diminish an established position. How often do we see a firm lose out on great opportunity it is well positioned to maximize because it did not invest appropriately for fear of hurting its established cash cow?

Vladimir Goloviznin


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