Practice and client management

Big Four firm KPMG is eliminating approximately 100 partners in its U.S. audit and assurance practice, after not enough of them accepted an early retirement program.

The reason integrated firms are being built and attracting clients is not because service bundling is a clever revenue trick.

The firms that survive and thrive in the next 10 years won't be the ones with a great strategy alone.

While organizations are pouring incredible amounts of money into AI, lack of strong governance and coordination between leaders has blunted the effectiveness of these investments or even lost them money.

Understanding the differences and setting expectations properly can make or break a successful engagement.

The U.K. arm of the Big Four accountancy firm is merging its consulting and risk divisions, shrinking its offering from five service lines to four.

If your clients been waiting for the merger market to fully reopen, they're not alone — and 2026 may be the year their patience runs out.

Leaders from the Top 100 Firm name the top challenges to the profession — from private equity and tech, to staffing and change management.

Cybersecurity remains a key concern, according to the Center for Audit Quality and Deloitte's new report on audit committee effectiveness and priorities.

Something big is happening in the American retirement landscape, and small businesses are right in the middle of it.

When they understand their market value, accounting firms are often torn about what to do.

Ideagen Audit Analytics' annual report on the audit landscape shows the market share landscape remaining much the same.

When accounting firm leaders build guardrails, train their people and stay actively engaged, AI will become a force multiplier — not a liability.

The old measurements of leverage, utilization, margin, billing rate, and realization fall short of the new reality.

Leaders at Top 100 Firms have a host of new concerns about staffing, culture and succession.

Accounting firms that are best positioned to capture the growth from advisory services must do more than rethink the services they deliver.