Funding Future Investment – Raise new capital funds or is it time to sell up?

Investing in new technologies and funding new skills and fresh talent, all while maintaining independence and your firms unique culture, is no doubt a tall order. The pressure to embrace and resolve these matters is relentless. Competitive pressure, productivity and workload pressure or the pressure of modernizing and transforming your business in the face of near constant developments in technology – all bring the need for capital funds into focus. Some firms rely on a strong balance sheet with reinvested profits. Others draw on modest capital injections from retained earnings, bank lending, or new equity partners, or external backing.

This AGN Global Business Voice publication synthesizes seven strategic capital-raising routes available to AGN member firms. Each has unique advantages, trade-offs. Their strategic fits depending on the firm’s objectives, risk appetite, and ownership philosophy.

Strategic Financing Options Mapped by partner autonomy,
timescale commitment &
funding potential

Left, is an illustrative schematic comparing relative partner autonomy, timescale commitment and funding
potential between options. Individual circumstances and deal structures vary widely, impacting this assessment, and
below we explore the potential pros and cons of all these approaches.

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Below is AGNs checklist of matters you should consider at the start of your journey to raise capital resources for your firm: The checklist would make useful section headings for an internal project report.

Funding Future Investment 1: Strategic Alliances and Partnerships

Perhaps not the most obvious starting point, but perhaps it’s possible to avoid the need for raising capital altogether? Strategic alliances involve partnering with another organization to drive mutual growth—without full mergers. Accounting firms may align with other firms, consulting or tech businesses, or join investor-backed networks. These arrangements aim to leverage strengths such as client bases, expertise, or technology access. While alliances typically don’t bring a large one-time capital injection, they often reduce capital needs and generate new revenue.

Application Across Timeframes

Suitability for Medium-Sized Firms

Alliances are ideal for firms seeking capability growth over sheer size. For example, a 15-partner firm strong in compliance might partner with a consulting boutique to add advisory depth. Joining an international network allows service expansion across borders, and tech alliances can support transformation goals at lower costs.

Conclusion

Strategic alliances offer a balanced path to growth. While not suited for firms needing fast capital, they enable mid-sized practices to stay competitive, broaden their offer, and access tech—all without giving up control. For firms that want to remain themselves but do more, alliances are a powerful tool. They amplify capabilities, reduce cost burdens, and allow firms to punch above their weight—especially when well-managed and mutually beneficial.

Funding Future Investment 2: Private Equity Investment

PE firms see medium-sized accountancy practices as attractive due to recurring revenues, strong client relationships, and potential for digital and service transformation. These firms provide a foundation for platform-building, where PE can drive rapid growth through add-on acquisitions and operational efficiency.

Why Private Equity Is Interested in Accounting Firms:

PE firms look for:

• Strong EBITDA performance
• Growth potential
• Recurring revenue
• Niche expertise
• Leadership & succession
• Digital readiness
• Cultural fit

Firms demonstrating digital maturity, operational efficiency, and strategic clarity are especially appealing Introduction. Firms with specialist services (e.g., tax, corporate finance, ESG, or tech consulting) often command higher valuations, especially when they’ve embraced digital tools and can scale.

What members can do next?

AGN firms can:

• Learn from peers – AGN members include a raft of firms that have taken PE investment.
• Use diagnostics to assess readiness – The AGN Advisory Migration Diagnostic, the AGN Digital Maturity Diagnostic and the AGN Practice Performance Diagnostic.
• Explore advisory migration through discussions with AGN member firms that are advanced in their journey.
• Build regional platforms with scale – AGN includes members that have catapulted their growth and scale country based acquisitions.

Funding Future Investment 3: Bank & Debt Financing

Banks, credit organisations and other financial institutions allow firms to raise capital via debt—commonly through term loans, lines of credit, or specialized instruments. Accounting firms with stable revenue streams can often secure sizable loans, though usually with personal guarantees equity or seconded on Trading history or forecast future performance. While debt doesn’t dilute ownership, it does require repayment with interest.

Application by Time Horizon

Conclusion

Bank financing is a practical, non-dilutive funding route for medium-sized firms. It supports independence and growth if firms are financially disciplined and confident in their repayment capacity.

Funding Future Investment 4: Employee Stock Ownership Plans (ESOPs)

An Employee Stock Ownership Plan (ESOP) allows a firm to transfer ownership to employees through a trust, often using a loan (leveraged ESOP) to buy partner shares. Over time, profits repay the loan and shares are allocated to employees— usually based on salary or tenure. It’s a form of internal succession and financing, with the added benefit of boosting engagement and retention. Though rare in accounting, ESOPs are gaining traction after BDO USA’s notable adoption in 2023.

Suitability for Medium-Sized Firms

ESOPs work well for firms with steady profits, low debt, and a deep team—especially those facing leadership succession. If a firm has retiring partners and engaged staff, an ESOP can align interests, provide exit capital, and retain independence.

Applicability Over Time

Funding Future Investment 5: Internal Partner Funding

Internal funding involves using the firm’s own partners—current or incoming—to raise capital. This can be through capital contributions, retained earnings, or new partner buy-ins. It’s a traditional method that keeps ownership within the firm, often facilitating generational succession.

Suitability for Medium-Sized Firms

Internal funding is ideal for stable, independently minded firms with upcoming leaders. It suits planned, moderate capital needs—like phased tech upgrades or service expansion—and firms aiming for long-term sustainability.

For instance, a 15-partner firm with retiring seniors and rising managers might use this model to transfer ownership and raise funds simultaneously. It works well when firms reinvest profits year over year, supporting continuous but controlled evolution.

Use Across Timeframes

Conclusion

Internal partner funding is the most traditional financing method for professional service firms. It supports control, stability, and long-term continuity, but comes with limits on capital availability and speed.
It’s most effective when aligned with a forward-looking succession plan and used for investments that can be planned and phased over time. For medium-sized accounting firms prioritizing independence, internal funding provides a reliable, sustainable approach—especially when supplemented with other capital sources as needed.

Funding Future Investment 6: Mergers or Acquisitions (Strategic M&A)

Merging with or being acquired by another firm can inject capital, solve succession issues, and provide scale. It trades independence for resources and often forms part of consolidation strategies in the accounting sector.

Funding Future Investment 7: Public Listing or IPO (Initial Public Offering)

An Initial Public Offering (IPO) represents a bold capital-raising move—opening a professional services firm to public investment by listing on a stock exchange. Although rare in the accountancy world, a handful of firms, particularly in legal and advisory services, have paved the way. Going public can unlock substantial capital, raise brand visibility, and enable rapid expansion—but not without significant governance and regulatory burdens.

Suitability for Medium-Sized Firms

The most high profile listing of firm listings took place in the early 90s with the likes of Numerica and Tenon floating on the UK AIM exchange – a not entirely successful venture. However, listing is back in vogue if in a lower key format largely for the legal sector; Knights Group (UK Law Firm): Listed on the London Stock Exchange AIM in 2018. The Australian legal sector saw firms like Shine Lawyers and Slater & Gordon have listed successfully, demonstrating that professional service businesses can work as public companies—if structured properly.

For most AGN members, a full IPO may not be an immediate option, however, the idea of a quasi-public route is evolving. Firms might:

• List only non-audit subsidiaries (e.g. consulting or digital arms).
• Explore private placements or mini-bonds via capital markets.
• Use ESOPs as stepping-stones to broader market participation.

Ownership Impact

• Original partners may retain a stake, but shareholder interests dominate.
• Board and executive governance become critical.
• Voting rights shift towards institutional or public investors.

The autonomy of the founding partners is reduced—but capital availability and future liquidity options are greatly enhanced.

Application Across Timeframes

Other Financing Options are available

Conclusion

The ability to raise and deploy capital strategically is an increasingly important factor for successful modern accounting firms. Whether it’s attracting private equity, borrowing from a bank, unlocking internal funds, forming alliances, building an ESOP, or merging with a peer, each pathway has a place in a firm’s journey.

AGN members are encouraged to reflect on their current and future needs—balancing ambition, independence, and succession planning. In many cases, a hybrid approach offers both agility and stability. Use this guide as a diagnostic and discussion tool with your leadership team as you build your future-ready firm.

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Introduction: The Transformation Mismatch

We are living through an era of profound technological acceleration. From AI-powered audit procedures to cloud-based advisory dashboards, the professional services industry is undergoing sweeping change. Mid-sized accountancy firms, including AGN members, are among those leading the charge—making bold investments in digital infrastructure, training, automation, and analytics to enhance client service and firm profitability. But there’s a problem...

Many clients aren’t keeping pace. In fact, the gap between the digital maturity of professional firms and the readiness of their clients is growing wider, and it’s starting to affect relationships, efficiency, advisory services—and in some cases—billable opportunities. We call this the transformation mismatch: a scenario where the firm is ready to move at digital speed, but the client isn’t equipped (or willing) to follow.

This Global Business Voice paper explores how this misalignment manifests, what it means for the delivery of services and advice, and what practical steps AGN members can take to mitigate the risk and capitalise on the opportunity.

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All AGN members are somewhere on the journey to Digital Transformation. The AGN Digital Maturity Diagnostic Tool (accessible to members only) provides AGN members with a diagnostic report and suggestions on key areas of improvement after answering a series of questions. The graphic below presents the four levels.

Practical Actions for AGN Members: What To Do Now

Here are 7 practical and immediately actionable steps AGN members can take to address client
digital immaturity.

1. Diagnose Your Client Base

Not all clients are equal in digital terms. Conduct a light-touch assessment of your top 50 clients and
classify them into tiers:

• Leaders – already using integrated cloud accounting and open to new tech.
• Followers – some adoption but inconsistent practices.
• Laggards – little to no use of digital tools.

Understanding this segmentation helps you prioritise efforts and tailor approaches.

2. Tailor Communications to Digital Maturity

Generic client emails or newsletters may miss the mark. Consider developing communications that speak
directly to the client’s digital level. For example:

• For ‘laggards’ – “Three simple tech steps that will reduce your admin burden.”
• For ‘leaders’ – “Harnessing AI for real-time business decision-making.

Understanding this segmentation helps you prioritise efforts and tailor approaches.

3. Launch Digital Literacy Briefings

Some clients simply don’t understand the ‘why’ of digital transformation. Host informal webinars,
breakfast briefings, or 1:1 sessions to:

• Demystify terms like AI, automation, and APIs.
• Demonstrate tangible value—like faster response times, better cash flow reporting, or automated
  reconciliations.
• Use simple, real-life client success stories.

This is education without the jargon.

4. Co-Create Digital Roadmaps

Engage your clients in developing their own digital journey. Help them define where they are now, where
they want to be in 12–24 months, and what steps they’ll take to get there. Consider offering these as part
of an onboarding pack, client review, or even as a chargeable advisory product.

Include milestones like:

• Migrate to cloud accounting.
• Implement client portal.
• Introduce simple dashboard reporting.

5. Develop Digital-First Advisory Services

Package services that are not only digitally delivered, but enhanced by digital capability. Examples:

• “CFO Dashboard-as-a-Service” – combining real-time reporting and monthly insights.
• “Cashflow Alerts & Predictive Modelling” – AI-generated forecasts and automated flags.
• “Digital Health Check” – one-time scan of client systems and readiness

These services exemplify your digital ability and offer clients tangible benefit. They can demonstrate to
laggards, what laggards are missing out on.

6. Upskill Relationship Managers to Spot & Sell Digital

Your partners and senior managers are often the closest to clients. Invest in training to help them. What
are the conversation starters? Do your partners/managers have a script around this topic? Are they
equipped with recommended solutions for those that show an interest?

Training might focus on:

• Recognising digital blockers (e.g., manual invoice processing).
• Introduce simple tools (e.g., Dext, Xero projects).
• Share short client stories that highlight transformation success.

7. Incentivise Change with Low-Risk Pilots

Offer time-limited discounts, bundled training, or “first 90 days free” options on new digital services.
This reduces the barrier to entry and lets clients experience the value before committing fully.

It’s about creating momentum and lowering risk—for both sides.

The Digital Acceleration Divide: What’s Going On?

AGN member firms are digitalising at an impressive pace. According to internal benchmarks and diagnostics, over 70% of firms have adopted some level of automation, AI experimentation, cloud systems integration, and dashboard reporting in the last 24 months.

They’re doing this not just to improve margins, but to:

• Increase delivery capacity without headcount.
• Elevate client insight and value.
• Create scalable advisory propositions.

However, client firms—particularly SMEs—are a mixed bag, and so these changes don’t alway get imdiate traction with clients.

Why Clients Are Lagging

Despite the steady advance of digital solutions within accountancy firms, many clients remain hesitant,
slow, or outright resistant to change. This hesitancy can be puzzling to firms that see the benefits so
clearly—but it is rooted in real, often deeply embedded challenges. Let’s explore the most common
causes:

The consequences for AGN firms are significant. As clients hesitate or stall, the firm’s ability to fully leverage its own digital infrastructure becomes compromised. And more than that—relationships begin to strain, as client expectations and firm capabilities move out of sync.

The Three Core Challenges of Client Digital Immaturity

Capability vs Comfort: A Growing Mismatch

AGN firms are increasingly fluent in digital working. From automated data extraction in audit engagements to predictive analytics in advisory, these capabilities are now embedded in many firms’ delivery models. However, when clients remain rooted in paper-based systems or low-tech workflows, the resulting disconnect is stark.

Scenario: For example, a mid-sized accounting firm rolled out an AI-assisted tax reconciliation platform designed to reduce turnaround time by 60%. However, nearly a third of clients declined to use it, citing uncertainty about “AI accuracy” and a preference for their long-time spreadsheet system. The firm is left straddling two workflows—one advanced, one antiquated—undermining efficiency and morale. Firms must then manage the cognitive dissonance of operating at two speeds: high-performance digital with some clients, and analogue friction with others. The costs—both operational and emotional—are real.

2. Digital ROI Stalls Without Client Buy-In

Most AGN members have made significant investments in digitisation—through client portals, automated workflows, intelligent document management systems, and AI-assisted compliance. These investments are intended to increase profitability, scalability, and consistency. But crucially, they rely on client participation to deliver value.

Scenario: If only half your clients upload documents through the portal, the manual chasing begins again. If clients ignore task alerts or continue to send documents via email or post, the system breaks down. Exceptions multiply. Instead of automation freeing time, your staff spend it correcting or working around the exceptions.

This stalls ROI and creates a hidden cost burden—you pay twice: once for the digital infrastructure, and again for the manual work required when clients don’t engage with it.

Worse still, this client behaviour often goes unbilled, because firms feel awkward charging clients for inefficiencies
they themselves created.

3. Advisory Services Need Clean, Timely Data to Work

The growing advisory proposition of AGN members depends on data—good data, recent data, reliable data. Whether it’s offering scenario modelling, ESG reporting, cash flow forecasting, or strategic dashboards, the fuel for these services is accurate and timely input from the client. Without it, even the most sophisticated advisory offer falters.

Scenario: A firm develops a real-time KPI dashboard for a key client. It’s ready to go live. But the client only updates their ledgers once a quarter and refuses to automate bank feeds. The dashboard becomes a digital ornament—impressive, but ultimately unused.

The trust built through advisory work is undermined when insights are incomplete or out of date. And from the firm’s side, the advisory effort becomes unscalable when every project requires a manual workaround just to get basic client data.

Final Word on the Lag

Digital transformation is not just a technical project—it’s a behavioural and cultural shift. AGN firms may have the systems and the know-how, but unless clients can be brought into the ecosystem, that transformation will be incomplete. Addressing the lag is not about forcing clients forward—it’s about understanding the reasons behind their resistance, and finding empathetic, ways to help them take the next step. That’s the opportunity for AGN members: to become not just accounting firms with great tec—but true transformation partners for the clients they serve.

The Advisory Opportunity: Turn the Gap into Growth

While the mismatch presents challenges, it also unlocks one of the biggest growth opportunities for mid-sized firms: become your client’s digital transformation guide. This is advisory with a capital A—and it’s exactly the journey AGN’s Advisory Migration Methodology (AMM) supports. The four regions of the AGN Advisory Migration Methodology (Data & Skills Inputs, Service Framework, Stakeholder Environment, and Outputs & Reporting) can be directly applied to assisting a mutual shift towards digital transformation and post digital advisory. The fact is your firm already understands the levers of the methodology – the opportunity here is to apply them to yours and the client’s business.

Top Tips:

Use what the software can provide to improve Outputs & Reporting. Help a client design board-level easy to access and interpret dashboards.
Offer training sessions to teach Foundational Skills data analysis skills to your client’s finance team.
This not only supports your client—it differentiates your firm in an increasingly commoditised market.
Think carefully about the Stakeholder & Business Environment. Understand how to manage change resistance in the client team.

Conclusion: Mind the Gap—Then Close It

Digital transformation has shifted from optional to existential. Your firm may already be adopting
the tools, platforms, and thinking required to thrive in the new era—but your clients may not
be ready. This readiness gap is now a defining feature of modern professional service delivery.
Firms that fail to bring their clients along risk frustration, underutilised investments, and missed
revenue.

But those who embrace the opportunity to educate, support and lead clients into the digital
age will:

• Unlock deeper relationships.
• Build scalable advisory offerings.
• Future-proof their own value proposition.

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Copyright © 2025 AGN International Ltd. All rights reserved. No part of this publication may be reproduced, distributed, or transmitted by non-members without prior permission of AGN International Ltd.

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Private equity (PE) is fundamentally reshaping the accounting industry, offering growth, expansion, and competitive positioning, while introducing complex strategic considerations for firms navigating this transformation.

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So, are we seeing a New Era?

The traditional partnership model has long been the backbone of professional services. Definitions are unclear, but there are likely between 20 and 50 active PE-funded consolidators in each of the US and UK markets. Globally, the PE phenomenon is moving into other jurisdictions like Canada, Australia, and some other European and emerging markets.

This AGN Global Business Voice brings the thinking up-to-date and invites AGN members to think widely about their future options, identifying some “must-do now” actions.

Key Considerations for AGN Members

Traditionally, accounting firms have been structured as partnerships, offering long-term career paths culminating in equity ownership for high-performing professionals. The introduction of PE into the sector has begun to change this model.

• The pool of future firm owners may narrow, as equity is increasingly concentrated among institutional investors rather than senior professionals who have worked their way up through the firm.
  
  
• This could lead to talent retention challenges, as ambitious professionals may not have the equity participation opportunities they had expected.
  
  
• Some firms are exploring hybrid models that preserve elements of partnership structures alongside PE investment to maintain leadership incentives. Given the relaxed regulatory environment, there is scope here for imaginative solutions – Employee Stock Ownership Plans (ESOPs), Bank Funding etc, (See Appendix A).
  
  
• It will be important to build and maintain an inclusive and entrepreneurial culture, attractive to top professionals.

“The First Flip”: Still an Open Question

PE investment is cyclical, with firms typically undergoing a ‘flip’ to new investors after a few years. While the first wave of PE-backed firms in the accounting sector appears to be achieving initial return targets, it remains to be seen how sustainable these models will be over multiple investment cycles.

• The long-term value of PE-backed accounting firms will depend on their ability to generate sustained growth beyond the initial expansion phase.
  
  
• Investors will need to balance short-term financial targets with long-term client and talent retention strategies to avoid market instability.
  
  
• Close monitoring of the outcomes of early PE-backed firms will provide valuable insights into the sustainability of these investment models.

The Debt Burden Factor

One of the core mechanisms of PE investment is the use of leveraged buyouts (“LBOs”), where external funding is used to finance the acquisition of firms. While this approach can accelerate growth, it also introduces new financial risks:

• Some successful accounting firms that were previously self-sustaining are now carrying significant debt loads as a result of PE transactions.
  
  
• Is there a risk that this added financial burden may pressure firms to prioritise short-term Earnings Before Interest, Taxes, Depreciation, and Amortization (EBITDA) growth over long-term client service and professional development?
  
  
• Firms considering PE investment must carefully evaluate their ability to manage debt obligations while maintaining financial stability.

Evolving Markets, Talent & Technology

By bringing in top specialists and investment muscle, PE-funded businesses are leveraging technology and new expertise to drive efficiency, attract talented professionals, and provide great service and rewarding careers. We should anticipate notable successes as they drive high-quality, repeatable, and scalable approaches, such as technology driven auditing.

The PE phenomenon presents opportunities for conventionally funded firms: PE-backed firms’ technologies and expertise could become commercialised and more accessible, affordable, and common. Additionally, bespoke, high-touch, premium offerings like specialised tax services or sector-specific expertise may prefer other service models. Already, some conventionally funded firms are reporting an influx of recruits from the PE-backed environments — potentially the early stages of professionals opting for alternatives to professional life in the PE-backed models?

Regulatory Implications: Returns vs Quality?

The accounting sector has undergone a dramatic shift in ownership structures over the last 30 years, moving from unlimited liability partnerships of technical experts to corporate ownership of external investors. The latest shift catalysed by private equity has yet to be fully tested by regulatory bodies:

• Historically, partners bore direct responsibility for audit compliance and faced unlimited personal liability for their work. More recently, whilst most jurisdictions have had forms of limited liability for some time, ownership remained primarily with those working in the business.
  
  
• Under PE ownership, the legal and financial risk shifts further away from the individual professionals doing the work. At some point this may likely raise concerns about accountability.
  
  
• Regulatory responses remain uncertain, as audit oversight bodies adapt to a new landscape where ownership and compliance responsibilities are increasingly separated.
  
  
• The potential for future regulatory scrutiny is high, particularly as the sector grapples with maintaining audit integrity under a profit-driven ownership structure

Action for AGN Members

As firms navigate this evolving landscape, the key to success lies in strategic positioning
and informed decision-making. Firms should:

• Assess Long-Term Value Creation: Whether seeking PE investment or one of the alternative models, firms should focus on building a business that attracts investment while safeguarding long-term sustainability. Alongside, an emphasis on building an attractive entrepreneurial culture will be important.
  
  
• Remain Agile in Decision-Making: Whatever funding and ownership model is chosen for the future, PE will impact significantly the competitive landscape. Firms must actively evaluate the role that PE could play in their future, whether through a minority investment, full buyout, or strategic partnership.
  
  
• Understand the PE Investment Cycle: Firms should conduct rigorous due diligence on potential investors and ensure alignment between their long-term strategy and investor expectations.
  
  
• Monitor Regulatory Developments: Understanding how regulatory bodies respond to changes in firm ownership will be critical in ensuring compliance and maintaining public trust.

Essentially firms have an opportunity to pursue active modernisation and investment strategies – this attracts the PE community. And in more than the short term, whether with PE or other means, firms will need to adapt their strategies to remain competitive.

Conclusion: Embracing Change While Maintaining Integrity

Private equity represents neither a demolisher nor a panacea for accounting firms. But it undoubtedly represents a significant structural and competitive shift in the industry. If navigated effectively, it can drive both substantial growth and innovation, and significant opportunities for those choosing PE-backed models, or indeed the various alternative models that exist.

As AGN supports its members through these changes, we focus on equipping firms with insights and frameworks to thrive in this evolving landscape. PE is a transformative strategic tool that requires careful management. The choice for firms is not simply “PE or you lose”; rather, it is about how to adapt, grow, and create sustainable value while navigating the opportunities and challenges of PE investment where it is applied.

For further information on this topic or anything relating to the AGN International Association of Accounting and Advisory Firms or to become an AGN member, please email your closest AGN Regional Director (see below) or go directly to www.agn.org.

Appendix 1: Other Ownership Models Are Available….

Employee Stock Ownership Plans (ESOPs)

• Employees acquire ownership over time, creating a vested interest in firm success.
• Potential tax advantages, including deferred capital gains tax for selling owners.
• Used successfully by accounting firms to maintain independence while offering succession
  solutions.

Hybrid Partnership-PE Model

• Maintains a core group of equity partners while selling a minority stake to PE investors.
• Balances external capital for growth while retaining traditional partnership governance.
• Helps existing teams maintain control and cultural integrity.

Cooperative Ownership Model

• Shared ownership between employees, partners, and even clients or industry stakeholders.
• Encourages long-term decision-making and aligns incentives across all stakeholders.
• Rare but viable in professional services where sustainability and independence are priorities.

Strategic Alliances with Shared Ownership Pools

• Instead of full mergers, firms create equity pools across multiple firms.
• Used to create economies of scale, share tech investments, and enable joint market expansion.
• Could work well within international associations like AGN to build integrated service offerings
  without ceding full PE control.

Minority Investor + Employee Option Pool

• External investors take a minority stake while employees get share options.
• Reduces challenge of cultural shift compared to full PE ownership.
• Provides liquidity while keeping leadership incentives aligned.

Public Listing via Alternative Investment Markets

• Some accountancy firms (e.g., in Australia and the UK) have explored IPOs or public listings on
  secondary markets.
• Offers access to capital while allowing the option of M&A with some element of consideration in
  marketable securities.
• Creates complexities in governance but can be a strong alternative for high-growth firms.

Private Family Office “Evergreen” Investment Model

• Allows firms to remain independent while securing funds for development.
• Long-term capital investment from a family office instead of PE firms.
• More patient capital, focused on steady growth rather than fast exits.
  

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Our latest edition of Global Business Voice, The Future of Accounting, explores insights from the winning entry of the AGN 2024 ‘Road to Rome’ NextGen Challenge—AGN International’s flagship global competition aimed at fostering strategic thinking, collaboration, and innovation among early-career professionals.

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How NextGenners Envision the Future of AI in Accounting

Among seven teams, each comprised of three individuals from AGN member firms across different countries, Team 5 emerged victorious. Their work showcased a visionary, practical, and deeply insightful approach to AI and digital transformation in accounting, setting a compelling benchmark for how future professionals will shape the industry.

Their two winning submissions tackled the profound implications of automation and AI in auditing, finance, and advisory services. Their thought leadership was not only forward-looking but also structured in a way that accounting firms can adopt to future-proof their workforce, service offerings, and ethical considerations.

A Vision for the Future — and the Strategic Shifts Required

The Road to Rome challenge is more than just an academic exercise. It is a window into how the next generation of accountants sees the profession evolving. The NextGenners’ vision of the future suggests that accountancy firms must make deliberate, strategic shifts:

1. From Compliance to AI-Driven Advisory: The future accountant will not be a compliance officer but a strategic AI-powered consultant. AGN support members journey to advisory with the following detailed guides and resources: AGN Migration Methodology related materials and AGN Advisory Resource Center

2. From Data Entry to Data Interpretation: AI will handle financial processing, while accountants must master advanced data analytics to deliver real insights.

3. From Traditional Risk Assessment to Real-Time Cybersecurity & AI Ethics: AI will flag financial risks in real time, but human professionals must ensure regulatory compliance and ethical AI decision-making.

Challenge 1: AI and Automation – The Future of Accounting Jobs

The first challenge asked teams to explore how AI and automation will redefine the accounting profession by 2030. Team 5 took an analytical approach, identifying a fundamental shift: the automation of routine accounting tasks will create new, higher-value roles focused on oversight, cybersecurity, advisory services, and AI governance.

Their research highlighted key transformations:

• Tasks Replaced: AI will handle risk assessment, financial report generation, audit report writing,
  document summarisation, reconciliations, and real-time anomaly detection.
  
• Tasks Added: A surge in demand for AI oversight, cybersecurity, advanced data analysis, AI-driven
  client advisory, and compliance monitoring.
  
• The New Audit Senior Manager: The traditional audit manager role will evolve into a hybrid AI expert and strategic consultant, requiring skills in AI oversight, cybersecurity, regulatory compliance, and relationship management.

Team 5 went a step further, crafting a job description for the Audit Senior Manager of 2030. They forecasted a blend of technology expertise, strategic advisory, and AI-enhanced decision-making as core competencies, rather than simply auditing financial statements.

What Can Member Firms Learn?

Team 5 – The Changing Roles in the AI Age – Audit Senior

Challenge 2: Future-Ready Leadership – A Learning & Development Roadmap for AI in Auditing

Team 5’s second challenge focused on the practical side of AI adoption: how should firms train their workforce to thrive in an AI-driven accounting environment? Their response was a comprehensive Learning & Development (L&D) Program for Future Audit Managers, structured around five critical pillars:

01. AI Systems Management
– Introduction to AI-powered auditing tools used by firm
– Managing automated data entry and financial report generation tools
– Customization of AI systems specific to firm and client needs

Key Skill: AI Software Expertise

02. Cybersecurity
– Cybersecurity threats in financial systems
– Strategies to detect and prevent cyber attacks
– Mitigation plan in case of data breaches

Key Skill: Risk Mitigation

03. Governance: Ethical and Regulatory
– Industry-wide regulatory & compliance requirements
– How to avoid algorithmic bias and ensure transparency

Key Skill: Compliance Management

04. Develop as a Client Advisor
– Provide AI-augmented advisory services
– Customizing AI-generated forecasts for individual client need

Key Skill: Relationship Development

05. Collaboration
– How to effectively lead hybrid human-AI teams
– How to foster a culture of innovation and continuous improvement

Key Skill: Project management

Lessons for Accounting Firms: How to Stay Competitive in an AI World

Final Thought: The Road to the Future is AI-Powered

Team 5’s Road to Rome victory is more than an award—it is a clear call to action for AGN firms worldwide. Their insights provide a blueprint for how firms should adapt to digital transformation, ensure their staff remain relevant, and deliver cutting-edge advisory services in an AI-first world.

For AGN firms that wish to remain ahead of the curve, the time to act is now. AI is not a distant future—it is here. And if firms don’t seize the opportunity to train their staff, reimagine advisory services, and embed AI into their operations, they risk being left behind.

Next Steps: How AGN Firms Can Adapt

• Adopt a structured AI training framework, similar to Team 5’s L&D proposal.
  
• Invest in AI-powered auditing and advisory tools, ensuring staff can leverage them effectively.
  
• Reassess service offerings—AI-powered cybersecurity, digital compliance, and AI consultancy
  should become core services.
  
• Position AI expertise as part of the employer brand—Attract and retain talent by ensuring professionals see AI as a career accelerator, not a threat.

Team 5 may have won Road to Rome, but their challenge-winning insights should serve as a strategic playbook for every AGN firm looking to remain competitive in a rapidly evolving AI-driven world.

AGN Resources:

• The AGN Advisory Resource Centre
• GBV: Unleashing the Power of ChatGPT
• GBV: The AGN Advisory Migration Methodology
• GBV: Making Sense of Cryptocurrencies: Part #1
• GBV: Metaverse Part 1 – The real reality?
• GBV: Metaverse Part 2 – The business implications

On the move?

Tune into our mini podcast on Spotify for a quick summary of the key insights.

For further information on this topic or anything relating to the AGN International Association of Accounting and Advisory Firms or to become an AGN member, please email your closest AGN Regional Director (see below) or go directly to www.agn.org.

Copyright © 2025 AGN International Ltd. All rights reserved. No part of this publication may be reproduced, distributed, or transmitted by non-members without prior permission of AGN International Ltd.

The post The Future of Accounting – Insights from AGN NextGenners appeared first on AGN International.

Our latest Global Business Voice explores the primary non-audit, accountancy-related ESG services that small—to medium-sized accountancy firms can offer their SME clients, focusing on practical, strategic, and impactful services that go beyond regulatory compliance.

As Environmental, Social, and Governance (ESG) considerations increasingly shape business landscapes, small and medium-sized enterprises (SMEs) are beginning to recognise the importance of integrating ESG practices into their operations.

While much of the focus around ESG has been on compliance with regulatory standards, such as the EU’s Corporate Sustainability Reporting Directive (CSRD), a wealth of opportunities exist beyond mere compliance. This shift presents an ideal moment for small—to medium-sized accountancy firms to expand their service offerings and establish themselves as essential partners in their SME clients’ ESG journeys.

Take Action

Phased Approach

This paper is a basic ‘heads-up’ – clearly carbon impact reporting, sustainability consulting and the broader spectrum of ESG service opportunities is a big field, but having said that, the table below will help you think about your own firm’s starting point. Start by considering three basic phases:

The table below highlights some information sources that are largely English language and centred
on major western commercial and professional bodies– but they are a starting point, and regional
variations will exist.

ESG Strategy and Business Integration Consulting

Sustainability Measurement and Reporting

Carbon Footprint Analysis and Reduction Planning

Supply Chain Sustainability Assessment

ESG Risk Management and Scenario Planning

ESG Corporate Finance and Green Financing, Grants, etc.

Governance Aspects of ESG

Conclusion

The growing importance of ESG presents a significant opportunity for small to medium-sized accountancy firms to expand their service offerings and become trusted advisors to their SME clients. By focusing on strategic, non-audit ESG services such as strategy development, sustainability reporting, carbon footprint analysis, supply chain assessment, risk management, training, and green finance advisory, accountancy firms can help SMEs navigate the complexities of ESG while driving long-term value.

As the business environment continues to evolve, accountancy firms that proactively offer these services
will not only differentiate themselves in the market, but also play a vital role in shaping a sustainable future for their clients.

As ever, AGN members are at different stages of the ESG journey – some are very advanced, and it’s likely
that we have a member who is able to provide friendly and independent advice to you or your clients.
On top of this, AGN is increasingly galvanising a support strategy in this space. Your AGN Regional
Director can point you towards relevant share groups or specialists.

Click here to download the AGN GBV ESG Part III

Other AGN support material:

• AGN GBV ESG – Reducing Risks and Identifying Opportunities
• AGN GBV ESG Part II: Engaging Your Team to Drive ESG Strategy
• AGN GBV ESG for Private Equities and Their Portfolio Companies
• Member article: Navigating Growth – Strategies for Sustainable Growth
• Member article: ESG and Corporate Purpose – Conflict or Convergence?
• Member article: Implementing Sustainability in Professional Services Firms

For further information on this topic or anything relating to the AGN International Association of Accounting and Advisory Firms or to become an AGN member, please email your closest AGN Regional Director (see below) or go directly to www.agn.org.

Copyright © 2025 AGN International Ltd. All rights reserved. No part of this publication may be reproduced, distributed, or transmitted by non-members without prior permission of AGN International Ltd.

The post Beyond Compliance – Commercial ESG Service Opportunities appeared first on AGN International.

This business alert is designed to update AGN members and their clients with insights into the latest Foreign Direct Investments (FDI)- friendly regions and the specific incentives offered within each location.

By understanding the local incentives available in key regions like the United States, India, Vietnam, the UAE, and Brazil, members can better advise clients on how to navigate these environments, from tax advantages to sector-specific grants.

Primary Actions for Members:

1. Engage Clients in Strategic Conversations:
   Review the opportunities outlined in each location and consider which may align with your clients’ expansion or investment goals.
   
   
2. Identify Incentive Opportunities:
   Dive into specific tax holidays, grants, and regional incentives that may benefit clients, especially those in high-potential sectors such as manufacturing, green energy, technology, and finance.
   
   
3. Facilitate International Expansion with Targeted Advice:
   Use this alert as a basis to proactively suggest cross-border strategies that capitalise on cost efficiencies and incentives, tailored to each client’s industry and growth objectives.
   
   
4. AGN Member Support:
   Review the AGN support materials and guides to assist with the development of an international business strategy.

Foreign Direct Investments HotSpots

1. United States

2. India

3. Vietnam

4. United Arab Emirates (UAE)

5. Brazil

Each of these hotspots combines favourable economic policies, targeted incentives, and support programs designed to draw foreign investment in priority sectors. These incentives are often structured around green energy, technology, and manufacturing initiatives, reflecting a global trend towards sustainable and innovation-driven FDI.

Conclusions

For detailed information on each FDI region, including program specifics and eligibility requirements, please refer to key sources such as Select USA’s FDI resources, India’s Make in India initiative, and similar government portals in Vietnam, the UAE, and Brazil.

Additional insights and data are available from fDi Intelligence and the World Investment Report by UNCTAD, which provide ongoing updates on FDI trends and incentive programs worldwide.

Members can keep their advisory services aligned with the latest global investment opportunities by utilising these resources.

Further AGN References:

More broadly, AGN provides a range of resources for members to plan their international business strategy:

• AGN – 6 Star Framework to developing international business
• AGN – The AGN Guide to Going International
• AGN – The AGN Going Intenational Diagnostic
• AGN – Advisory Resource Centre
• AGN – International Revenues & Referrals
• RVKS – Navigating Growth Strategies for Sustainable Businesses
• AGN – AGN & Nexia launch global alliance

For further information on this topic or anything relating to the AGN International Association of Accounting and Advisory Firms or to become an AGN member, please email your closest AGN Regional Director (see below) or go directly to www.agn.org.

Copyright © 2024 AGN International Ltd. All rights reserved. No part of this publication may be reproduced, distributed, or transmitted by non-members without prior permission of AGN International Ltd.

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As a leading international association, we empower firms worldwide to advance sustainability.

The AGN Impact Report highlights our commitment to accountability standards and responsible business practices within the global accounting community. Our focus on service evolution, technology, and talent development through the Member Agenda has been instrumental in helping members navigate today’s fast-changing business environment.

While recent reports suggest a slight easing of the situation, the shortage of talent is affecting business growth and operational efficiency, as highlighted by recent data indicating that 74% of businesses in this sector are experiencing a strain due to a lack of skilled workers. The sector is reported to be 22% understaffed, with an average lead time of four months to hire a suitable candidate. Furthermore, 39% of firms cite a lack of qualified candidates as a primary concern, while 31% highlight retention issues. (Source: Accountancy Today).

We celebrate our diverse membership spanning continents and cultures, united by a shared dedication to sustainability. Environmental, Social, and Governance (ESG) factors are key to long-term success in today’s evolving business landscape. Accountants are at the forefront, guiding businesses toward sustainable practices.

While we don’t mandate ESG policies, we provide the tools, resources, and education necessary for firms to integrate sustainability into their operations. We’re also mindful of our environmental footprint, especially regarding our global conferences, and are committed to minimising it through carbon offsetting, sustainable venues, and virtual attendance options.

Our association facilitates collaboration and knowledge-sharing among accountants, equipping them with the skills to lead in sustainable business practices. This report outlines our ongoing efforts to advance ESG principles, and while the journey continues, our focus remains on driving positive change and building a sustainable future for all.

Click here to download the full AGN Impact Report 2024

For further information on this topic or anything relating to the AGN International Association of Accounting and Advisory Firms or to become an AGN member, please email your closest AGN Regional Director (see below) or go directly to www.agn.org.

Copyright © 2024 AGN International Ltd. All rights reserved. No part of this publication may be reproduced, distributed, or transmitted by non-members without prior permission of AGN International Ltd

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A case study examining the innovative staff policies of the highly successful member Q Concepts.

As we all know, the accountancy sector faces significant recruitment challenges, with many firms struggling to attract and retain qualified staff. Discover how employer branding is a critical strategy to overcome this challenge.

While recent reports suggest a slight easing of the situation, the shortage of talent is affecting business growth and operational efficiency, as highlighted by recent data indicating that 74% of businesses in this sector are experiencing a strain due to a lack of skilled workers. The sector is reported to be 22% understaffed, with an average lead time of four months to hire a suitable candidate. Furthermore, 39% of firms cite a lack of qualified candidates as a primary concern, while 31% highlight retention issues. (Source: Accountancy Today).

We’ve addressed potential strategies for ‘Employer Branding’ in our 2022 GBV entitled “Unlocking Your Firm’s Power to Recruit Quality Staff”, but even since then, employer branding has emerged as the critical strategy to retain and attract staff.

By crafting a compelling employer brand, firms can attract top talent and increase staff retention, thus maintaining a competitive edge. This case study explores the innovative employer branding strategies employed by Q Concepts, an accountancy firm that has successfully navigated these challenges.

The Importance of Employer Branding in the Accountancy Sector

Employer branding is the practice of promoting a company as a desirable place to work. It involves communicating the company’s values, culture, and benefits to potential employees, creating a strong brand that resonates with current and prospective staff.

Employer branding is the practice of promoting a company as a desirable place to work. It involves communicating the company’s values, culture, and benefits to potential employees, creating a strong brand that resonates with both current and prospective staff.

A strong employer brand not only attracts top talent but also reduces turnover rates, which is particularly important in a competitive sector like accountancy.

Q Concepts’ Employer Branding Strategies

Q Concepts leadership in the Employer Branding field emerges as part of a quality and growth strategy that, in recent years, has seen the opening of new offices and a dynamic re-brand. Q has developed a series of innovative employer branding strategies aimed at enhancing employee satisfaction and retention. These strategies are designed to create a work environment that supports personal and professional growth, encourages autonomy, and fosters a sense of community.

1. Empowering Employees through Autonomy and Choice

Q Concepts recognises that autonomy is a key driver of employee satisfaction. The firm allows employees to set their own development plans and work at their own pace. Employees are encouraged to engage in projects that energise them, boosting their job satisfaction and enhancing their productivity. By prioritising projects that align with employees’ interests and strengths, Q Concepts ensures that its staff remains motivated and engaged.

The Q Academy puts training and development at the heart of employees’ careers and engagement. From their own soft skills training that focuses on peer-to-peer interaction to technical training, coaching programs and GoodHabitz, a third-party online training approach, the Q employee gets to craft a program most suited to them and their development.

2. Fostering a Supportive Work Environment

The firm operates with a flat hierarchy, minimising bureaucratic barriers and promoting open communication. Teams at Q Concepts are self-directing, allowing senior professionals to take initiative and make decisions without being micromanaged. This approach particularly appeals to experienced employees who value independence and ownership of their work.

Q has also discovered that employee satisfaction is enhanced by placing inexperienced staff alongside more mature and senior employees. Partner and manager hands-on involvement in projects is as high as 40%. Q operates the self-directed teams model, comprising 9 region and sector-specific teams – the teams are in different geographic locations. Individual team performance is measured in ‘real-time’ through Power BI dashboarding and monthly reports, allowing management to steer individual team performance.

3. Technology and Fun

It turns out that technology equals fun and satisfaction at work! Q focuses on developing and using the latest audit and operating technologies as they remove the dull and repetitive tasks that bright, talented young individuals don’t really want to be doing. It means they can focus on more challenging value-added work – which in turn creates greater work satisfaction.

4. Prioritizing Work-Life Balance

Q Concepts promotes flexible working arrangements, including hybrid working models that allow employees to work from home, the office, or client sites as they see fit. The firm also maintains flexible office hours, which helps employees balance their work and personal lives more effectively. By supporting work-life balance, Q Concepts reduces burnout and increases employee satisfaction.

5. Focusing on Employee Well-Being

The firm regularly measures employee satisfaction through tools like the Q Happiness Barometer and Q Culture Assessment. These tools help identify areas where improvements are needed, enabling the firm to address issues proactively. Moreover, Q Concepts updates its compensation plans annually to ensure that employees are rewarded fairly for their contributions.

6. Building a Strong Community

Social events and team-building activities are integral to Q Concepts’ employer branding strategy. By encouraging employees to plan their own events, the firm fosters a strong sense of community and belonging. This approach not only boosts morale but also strengthens the relationships among team members, which is critical for collaboration and productivity.

7. Leveraging Employee Advocacy

Q Concepts understands that its employees are its best ambassadors. The firm has implemented a referral incentive program to encourage employees to recommend potential candidates. This strategy has proven effective, with between 70% and 80% of new hires coming through referrals. By leveraging the networks of its current employees, Q Concepts can attract high-quality candidates who are likely to fit well within the company culture.

8. A Heavy Focus on Brand Marketing – Communicate Externally and Internally

In 2023, Q Concepts organically generated almost 2,000 impressions and 26,500 clicks on their LinkedIn account, with no fewer than 61 posts. They run online advertising, which generated another 1 million impressions and 12,500 clicks.

Digital marketing plays an important role – in 2023, Q Concepts published 2 research papers, promoted 2 win-campaigns, held 7 events, 8 round table sessions, and posted 26 stories from colleagues (focus on a personal story like Q’er in the spotlight, my first 100 days at Q, etc.); and 14 blogs. All of which generated 457 new followers on LinkedIn, received 1,281 page views, and received an impressive 2,976 reactions, 84 comments, and 92 reposts.

Employer Branding Results and Impact

Implementing these employer branding strategies has yielded positive results for Q Concepts. Employee satisfaction has increased, and the firm has experienced lower turnover rates. Notably, in a team where three employees left due to poor cooperation, Q Concepts implemented coaching sessions that improved team dynamics, resulting in no further departures and even the addition of new team members.

Moreover, Q Concepts’ efforts to enhance its employer brand have translated into increased visibility and engagement on social media. The firm’s LinkedIn activities have generated significant interest, with thousands of clicks, impressions, and interactions, further amplifying its reputation as an employer of choice.

Further Strategies and Innovations

Building on these successes, Q Concepts is continuously looking for new ways to enhance its
employer branding and employee experience.

The firm is exploring international opportunities to attract global talent, which can provide a broader range of skills and perspectives. By opening new offices in attractive locations, such as a planned office in Málaga, Q Concepts aims to increase the happiness of its current employees while simultaneously boosting its recruitment campaigns.

Additionally, the firm is investing in its
digital presence and storytelling capabilities.
Through compelling narratives that
highlight employee experiences, Q Concepts showcases its values and culture, making the firm more relatable and appealing to potential hires. Engaging content, including personal stories, blogs, and videos, provides a transparent view of what it is like to work at Q Concepts, which is a powerful tool in today’s job market where authenticity is highly valued.

Practical Actions for AGN Members…

Reviewing the Q Concepts approach it’s possible to draw out a series of practical actions that a
typical AGN member could deploy to enhance its employer brand and thus its appeal as a highquality
innovative employer to both existing employees and target recruits:

• Empower Employees with Autonomy:
  Allow employees to set their own development plans and choose projects that align with their interests and strengths. This can increase job satisfaction and productivity.
  
• Foster a Supportive Work Environment:
  Implement a flat hierarchy to minimise bureaucratic barriers, promote open communication, and encourage self-directed teams. This setup appeals to experienced employees who value independence.
  
• Prioritise Work-Life Balance:
  Offer flexible working arrangements, including hybrid working models and flexible office hours, to help employees manage their personal and professional lives effectively.
  
• Invest in Employee Training and Development:
  Establish training programs that focus on both soft skills and technical skills, allowing employees to tailor their learning experience. Offer them AGN training courses and webinars, encourage NextGenners to sign up to the AGN NextGen program.
  
• Utilise Technology to Enhance Job Satisfaction:
  This this a big one…. but adopt the latest audit and operational technologies to automate repetitive tasks, enabling employees to focus on more meaningful and engaging work. Start your journey by considering the relevant AGN content on My AGN.
  
• Regularly Measure Employee Satisfaction:
  Use tools like employee happiness barometers or culture assessments to gather feedback and identify areas for improvement. Addressing issues proactively can enhance overall satisfaction.
  
• Build a Strong Community:
  Organise social events and team-building activities. Encourage employees to plan these events to foster a sense of belonging and camaraderie.
  
• Leverage Employee Advocacy:
  Implement a referral incentive program to encourage current employees to recommend candidates. This can help attract high-quality candidates who fit well within the company culture.
  
• Enhance Digital Presence and Storytelling:
  Use digital platforms to share compelling narratives about employee experiences, company values, and culture. Engaging content can attract potential hires by providing a transparent view of the work environment.
  
• AGN Talent Secondment Program:
  Consider organising or offering an international secondment to staff via the AGN program. Details on My AGN.
  
• Focus on Employee Well-Being:
  Regularly update compensation plans to ensure fair rewards for contributions. Prioritise mental and physical health support through various wellness initiatives.

Conclusion

Q Concepts’ innovative approach to employer branding offers valuable insights for other accountancy firms facing similar recruitment and retention challenges. By prioritising employee autonomy, fostering a supportive work environment, and leveraging the power of employee advocacy, Q Concepts has successfully positioned itself as a desirable employer in a competitive market. As the accountancy sector continues to evolve, firms that invest in strong employer branding will be better equipped to attract and retain the talent they need to thrive.

By continuously adapting its strategies and staying attuned to the needs of its workforce, Q Concepts demonstrates that an effective employer brand is not static but evolves with the firm and its employees. This proactive approach ensures that the firm remains competitive and continues to grow, even in a challenging recruitment landscape.

For further information on this topic or anything relating to the AGN International Association of Accounting and Advisory Firms or to become an AGN member, please email your closest AGN Regional Director (see below) or go directly to www.agn.org.

Copyright © 2024 AGN International Ltd. All rights reserved. No part of this publication may be reproduced, distributed, or transmitted by non-members without prior permission of AGN International Ltd

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AGN Global Business Voice: Practice Management

Through the second quarter of 2024, AGN surveyed its members on the important topic of outsourcing. The purpose of the research was to better understand the prevailing trends and attitudes towards the outsourcing of member accountancy services to other members and /or service providers.  

The survey also gauged the potential size of the opportunity for each service and the extent to which members considered themselves a supplier of outsourced solutions.  

This survey is another consultation step in the development of the AGN Member Outsourcing Support Framework detailed in the closing pages of this GBV. 

The report captures essential information including members demand, drivers, attitude, reasons, propensity, scale of requirements, types of services and importance of language, amongst other important approaches.   
 
This publication is another example of an AGN piece of content that can assist on defining members strategy when planning outsourcing.  

This information is available for AGN members only. Learn more on how to become a member.

Contact:

For further information on this topic or anything relating to the AGN International association of accounting and advisory firms, or to become an AGN member, please email your closest AGN Regional Director (see below) or go direct to www.agn.org.

Copyright © 2024 AGN International Ltd. All rights reserved. No part of this publication may be reproduced, distributed, or transmitted by non-members without prior permission of AGN International Ltd.

The post Understanding Outsourcing Service Needs For and From Members appeared first on AGN International.

AGN Global Business Voice: Practice Management

The digital era has revolutionized how businesses operate, compelling them to adopt digital technologies to remain competitive and relevant. The AGN Digital Maturity Diagnostic (DMDT) is an innovative tool designed to help organizations assess their digital maturity.

Introduction

This tool is a significant development for AGN International, a global association of separate and independent accounting and advisory businesses. The AGN Digital Maturity Diagnostic assists members in understanding their progress on the digital transformation journey, identifying areas of strength and opportunities for improvement.

The primary objective of this tool is to provide AGN members with an overview analysis of their digital capabilities. This analysis covers various dimensions such as strategy, processes, technology usage, and service delivery. By using this diagnostic, organizations can obtain a window into their relative digital maturity compared to other AGN members.
The DMDT also provides users with a high level report comprising a series of pointers on forward facing strategies – how they move from their level of maturity to the next.

A useful tool for AGN members to map where they are on their digital transformation journey.

Contact:

For further information on this topic or anything relating to the AGN International association of accounting and advisory firms, or to become an AGN member, please email your closest AGN Regional Director (see below) or go direct to www.agn.org.

Copyright © 2024 AGN International Ltd. All rights reserved. No part of this publication may be reproduced, distributed, or transmitted by non-members without prior permission of AGN International Ltd.

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