Challenging the Status Quo: A Blueprint for Transformational Change

This week’s #ReflectionFriday is about challenging the status quo. Throughout my career, I’ve been called a change agent, a bull in a china shop, a modernizer, and a contrarian. I suppose I’ve earned these titles because questioning how things have always been done has been my standard operating procedure.

The status quo is defined as the existing state of affairs. In the business world, I interpret this as “how things were done in the past.” Over the past year, I’ve undergone an incredible learning experience, immersing myself in how CPA firms operate—an entirely different world from the tech and consulting industries I was accustomed to. Terms like WIP (work in progress) have long been staples in the accounting industry, and while I could rant about how it stifles transformation, I’ll save that for another day.

Instead, this post is about reversing decisions made by predecessors and embracing change to drive transformation.

Observing Before Acting

When I arrived at Aprio, I spent my first few months observing my inherited team—their go-to-market (GTM) strategy, operational model, and overall approach. Once I had a full picture, it became clear that change was necessary.

My process is simple:

1. Identify the customer—the one who pays the bills. In accounting, that’s typically finance leaders and business owners.
2. Evaluate the GTM strategy. Is there friction in the buying process? What is our internal reputation? Are we growing?

In most cases, when I step into a firm, these areas need serious improvement—and this time was no different.

Fixing the Go-To-Market Strategy

Growth is the foundation of any successful business. Without it, you can’t secure resources, and without resources, the business stagnates. Our sales process had too much friction, so we tackled it first. By removing barriers and pivoting our strategy, we saw immediate growth. Initially, one practice area took off, but soon, others followed.

Refining Operational Procedures

With growth underway, we turned our focus to operations. As I often say, revenue is the most powerful drug in the world—because when you have it, you can drive change. While I would have loved to eliminate WIP, I quickly learned that fighting that battle would be futile. Instead, we adapted. We built a system aligned with our business needs while ensuring finance and operations still got what they needed. This shift, though subtle, allowed leaders to focus on growth instead of administrative burdens—a key to long-term success.

Transforming Culture: From "Me" to "We"

The final and most critical piece of changing the status quo is culture. If you follow my posts, you know I’m a firm believer in “we” over “me.” Cultural change takes time and must start at the top. Are you setting the example? Are you fostering collaboration over individualism?

At Aprio, we’ve embedded this mindset into our hiring process, ensuring we bring in team players rather than those focused solely on personal success. As my former colleague Jeff Kinne used to say, “Culture eats strategy.” He was right. People don’t leave jobs—they leave leaders who fail to create an environment where they want to stay.

Key Takeaways for Driving Change

To be a true change agent and challenge the status quo, you need to:

1. Observe – Understand the landscape before making changes.
2. Modify GTM – Remove friction and drive growth.
3. Refine Operations – Adapt systems to meet business needs.
4. Build a Culture of "We" – Create an environment where collaboration thrives.

As Jack Welch once said: “Change before you have to.”