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The pace of change in the accounting profession is not just constant - it takes place at breakneck speed.

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We think of risks associated with the audit and attest side of the business every time we place our signature on a financial statement. We think of investment risk every time we meet with a client who is nervous about market losses while counting on those investments to provide income or security in future years. But when it comes to traditional risks, many of which can be protected against or avoided, we are only scratching the surface of what CPA financial planners could or should be doing.

Not all complex problems require a complex solution, and a more elaborate solution doesn't automatically make it a better one. Bigger and faster is simply bigger and faster; it's not better.

If you believe your largest clients are your best targets for client service plans, it may be time to think again. A strategic look may show this is only partially true.

Sam Levy gave a lot of thought to the name of the accounting firm he launched late last year. He didn't like "Levy & Co.," and "Levy & Associates" was already taken. His choice eventually came down to "Levy Tax & Consulting" or "Levy Tax & Advisory Services," and he picked the former.

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We've been hearing that the paperless office is imminent, and we've been hearing it for years.

While Congress debates the debt ceiling and spending cuts, government contractors and entities - and the accounting firms that serve them - are functioning under an increasing regulatory environment that's testing some of their business fundamentals.