CHANGED DURING THE LAST DECADE? HOW HAVE MANAGEMENT ACCOUNTANTS ROLES AND RESPONSIBILITIES CHANGED?
GENERAL INFORMATION ABOUT THE SURVEY
Presentation of the survey
Objectives of the survey Trends and events that took place during 2003 to 2012 Key findings of the survey
PRESENTATION OF THE SURVEY
The original survey
The 2012 survey
-size of the sample: 2000
people -Survey about the future of management accounting profession -Profession has reached a crucial point:
shifting roles and practices recessionary economy emerging range of MA techniques
-Replica of a 2003 survey
-Size of the sample: 238 people -goal of that study: understand the impact of the changes and events (that occured in the last decade) over the management accounting profession -changes and events: development of IFRS, major financial frauds and failures such as the home
OBJECTIVES OF THE SURVEY
WHICH FACTORS CONSTRAIN OR ACCELERATE ADOPTION OF THESE TOOLS?
WHAT ROLE HAVE NEW TECHNOLOGIES
PLAYED?
DO EXISTING TOOLS FULFILL THE
CHANGING NEEDS?
HAVE THERE BEEN FUNDAMENTAL CHANGES IN THE ROLE OF
MANAGEMENT ACCOUNTING?
Trends and events that took place
during 2003 to 2012 Development of International Financial Reporting Standards (IFRS) has globalized the perspectives of accountants around the world. Major financial frauds and failures have continued to occur, such as the home mortgage collapse, Lehman Brothers, Bernard Madoff, and others. The U.S. economy has continued to endure significant financial austerity, including the subprime mortgage crisis, increased capital market volatility, high unemployment, and the creation of unprecedented amounts of government spending/debt
KEY FINDINGS OF THE SURVEY
New tools are largely not considered relevant The most important priority shifted to cost reduction and driving efficiency Factors reflecting constraints and triggers for adoption of best practices have shifted. Cost reduction is not considered the primary way to improve the bottom line: Demand for accuracy/transparency in costing has increased because of the continued economic downturn, but results suggest that respondents did not consider cost reduction the primary impact to their bottom lines in 2012 as they did in 2003 Availability of investment resources was not a significant constraint to pursuing improved cost management information.
KEY FINDINGS OF THE SURVEY
Management accountants are clearly valuable
strategic partners, but the longitudinal perspective presented by this study over a nine-year period does not show growth in the management accountants role or initiative in cost management. A fundamental shift appears to be occurring in the management accounting profession, so we encourage you to examine the following survey data and this analysis for clues to the causes and nature of the shift
The survey results
Conclusions
Role within the Company
Responsibilities of Respondents
Role of Cost Management
Priorities facing management
In the current recession,is cost reduction
considered the primary way to improve the bottom line
Has the current economic downturn
generated a greater demand for more accurate costing or more cost transparency?
Initiatives undertaken by the company in management accounting
2012 Top initiatives
2003 Top initiatives
How were the majority of these solutions or
tools implemented within the organization?
What factors constrain the adoption of best practices in the organization
osses resulted from not implementing the tools that reflect the best pra
