Strategic initiatives

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Strategic Initiatives

1920s: The early days of regulation

It’s 1925 and the Sydney Stock Exchange calls on companies to publish balance sheets and profit and loss accounts. A few years later the granting of a Royal Charter sees the Institute of Chartered Accountants begin operations at Currie Street, Adelaide.

Relevance to members and stakeholders

A differentiated segmentation strategy which delivers value to members throughout their life cycle
Effective and valued interaction with members
Ongoing development and revision of products and services to ensure value to members
Mutually beneficial partnerships with leading industry bodies and stakeholder groups.

Leadership and competitive positioning

A focused leadership strategy which ensures influence nationally, regionally and internationally
Effective, visionary and well-publicised thought leadership initiatives which profoundly and positively impact business and the accounting profession
A well-recognised and differentiated Chartered Accountants brand
Continuing regard for the importance of discipline, ethics and conduct for the profession.

Growth to ensure a sustainable future for the Institute and Chartered Accountants

Ongoing review of the Chartered Accountants Program to ensure relevance and pre-eminence
Innovative and influential careers marketing to ensure the attractiveness of a professional career in chartered accounting
Ongoing brand promotion to attract new members
Addressing the skills shortage and ensuring ongoing recruitment and retention of members.

Global positioning

Influencing the initiatives of the Global Accounting Alliance
Thinking globally and acting locally
Supporting the development of the profession globally
Ensuring participation in Asia and international forums is relevant and targeted.

Ensuring the Institute is fit for the future

A sound financial base to enable investment in key strategic issues
Appropriate infrastructure and processes to be responsive to member needs
A nimble governance structure
Targeted and relevant committees providing quality input
Strategic thinking which identifies and responds to emerging trends and markets.

People and culture

A culture which is proactive, responsive and innovative with strong leadership
Best practice in recruitment, retention and rewards
Rigorous succession planning with high achievers identified and mentored for staff and committees
Key people recognised as experts in their fields.

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