Why? Was it altruistic motivation? I think not. It is because it was a revenue generator and the hard part was already done. The relationship and the trust already existed. All you had to do was get the credentials to fill the need. Wow, that was easy!

Unseen Potential
So why is it so hard for CPAs to see the potential in strategic technology management consulting? Every business owner has to make decisions about how to best manage their technology needs and wants. With the ubiquity of technology in business today, every CPA that holds himself out as a "Trusted Business Advisor" should have a certain level of savvy in technology.

In order to advise a business owner on how to better his business, you must be able to talk intelligently about technology. Technology has changed the way that we do business and it does the same thing for our clients.

Why not then go the extra step and gain a higher level of expertise to be able to provide strategic technology consulting? I am not talking about an MCSE level of expertise. Our president, Gary Boomer, says, "you don't need to build the watch, you just need to be able to tell time." You need to be able to advise your client and help them build a strategic technology plan and budget. Then, surround yourself with individuals who can provide the installation and severe technical piece of the puzzle. These individuals can be internal (hiring or growing qualified, certified technicians) or external (through the use of partnerships and alliances.)

A Natural Fit
I think Strategic Technology Planning and Budgeting is a very natural fit for the CPA. Many already use their relationship and knowledge of their client's business to facilitate overall strategic business planning sessions. Again, another great fit. Who else is better to facilitate a strategic planning session? Technology planning should be a natural addendum to this planning process.

The fit is obvious. And practice is available on your own firm. Develop or obtain a standard methodology for performing this type of an engagement and make your own firm your first client by creating or updating your own firm's current technology plan and budget.

How to Begin
Like any new venture, there are several things to think about before you jump into technology management consulting. First, develop a business plan (addressing structure, personnel, marketing, budgeting, service offerings, alliances, etc.) to ensure that it is given the proper attention and resources. It is not something that you can just dabble in. In order to be profitable and afford the expertise, you will need to make a whole-hearted effort and give it a chance to succeed.

Next, be sure to break the fix pricing barriers and price consulting efforts according to the value to the clients. Most importantly, the consulting division must have ownership consensus and substantive leadership. This leader must have partner status in order obtain the resources needed. He or she must also have a real stake in its failures and successes to ensure commitment to success. In our Boomer-net organization of CPA firms performing technology consulting, the number-one success gauge is the level of partner support and quality leadership.

The ever-changing technological age that we live in opens all kinds of doors of opportunity. The AICPA is responding! They are in the process of developing an information technology certification program (Certified Information Technology Professional - CITP) that will provide you with the skills needed to become a technology strategist as well as assist you in your marketing efforts with their CITP designation. The rest, like any certification is up to you! As Stuart on the Ameritrade commercial says, "Ride the Wave of the Future!"