With so much disruption being thrust upon them, you'd think the last thing accounting firms would want to do is to disrupt themselves — yet that may be exactly what they need to do, says Bob Lewis of The Visionary Group.

The value of disruption

Accounting Today’s editors talk with thought leaders and changemakers from across the public accounting profession.

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What clients value and what accountants think they value are rarely the same thing, and Joe Woodard makes the case that it's accountants who need to change their ideas around value, not clients.

Your clients don't value what you do

Why work 80 hours a week when you can work 40? Why work 40 when you can work 25? Consultant Geraldine Carter explains why it's not the hours you work that matter, but what you and your clients get out of them, and shares strategies from her new book to help build accounting practices that take less of your time but deliver just as much value -- if not more.

Work less, do more

The co-leaders of the Rosenberg Group, Marc Rosenberg and Kristen Rampe look back at three decades of change in the accounting profession — and what lies ahead.

Accounting's past — and future

Kelly Fisher, chief practice officer at Top 100 Firm Wipfli, offers a practical look at artificial intelligence, current use cases, and how accounting firms should be thinking about it.

AI and the firm of the future

The profession is seeing wholesale shifts in generational approaches across a range of areas, say Bob Lewis and Doug Lewis of the Visionary Group, as they dive into how best to navigate all those changes.

The value of disruption

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