CIMA's paper analyses how management accountants often seem to follow (or in some cases adapt) to wider changes in society — whether that’s changes in personality types coming into the profession or changes in business structures.
Strategic goal posts shift, technologies advance with unprecedented magnitude and speed, new regulations appear, and old regulations are reformulated. It is becoming increasingly difficult for decision makers, including management accountants, to base their decisions for the future on past events.
Are accountants today are really different from those 30 years ago? Do today’s accountants view new management accounting innovations in a different way to their more ‘traditional’ contemporaries?
Should strategy entirely drive management accounting design?
Or should the design of an organisation’s management accounting function should first and foremost be driven by the specific informational needs that it is intended