PRA2331. GROW Shouldn't Be a 4-Letter Word

We are living in unique times and dealing with challenges that many in the profession today have never encountered. Adjusting to remote and hybrid work environments, historic inflation levels, generational shifts in the workforce, and technological advancements have had a dramatic impact on many firms’ perspectives on growth and the strategic priorities needed to achieve it. Discussions on growth should not leave firm leaders running for the hills despite staffing and capacity challenges. Throughout this and other times of change we have seen throughout the profession’s history, growth remains essential. However, the overall approach for achieving growth tends to rebalance based on the market conditions and economy. The three primary strategies for growth include: * Acquiring new clients * Retaining existing clients * Expanding existing client relationships with new services In this session, we will explore when each strategy is appropriate.

Learning Objectives:

• Assess the trends and market shifts over time (from Enron to the pandemic) that have rebalanced strategic priorities and business model shifts
• Evaluate the components of a growth goal and align strategies with them
• Reconstruct a model for assessing client needs and aligning solutions to increase relationship value