Professional Documents
Culture Documents
Emotional
quotient in
a digital age
Emotions and the
future of accountancy
About ACCA
ACCA (the Association of Chartered Certified Accountants)
is the global body for professional accountants, offering
business-relevant, first-choice qualifications to people of
application, ability and ambition around the world who seek
a rewarding career in accountancy, finance and management.
At ACCA, these skills are expressed as the final Strategic Professional exams, with
professional quotients – a unique model their emphasis on applying theory to the
that encapsulates technical excellence, messy complexity of real-world scenarios.
ethics, and a range of personal skills and
qualities. One of these quotients is the Emotional competencies are integral to
emotional quotient. It comprises a range becoming a trusted and able professional
of competencies relevant to improving accountant – someone who can combine
emotional intelligence, such as a growth analytical rigour with emotional maturity.
mindset, empathy and self-knowledge.
The World Congress of Accountants
In an increasingly technology-led future, 2018, with its theme of ‘Global
sustainable advantage will not come by Challenges. Global Leaders’ highlights
trying to replicate the tasks of, or the importance of leadership in dealing
compete with, machines. It is more with emerging threats that cut across
likely to come by leveraging the boundaries. In this context, forming
competitive advantages inherent in our effective partnerships and developing
humanity – in effect by being human strategic professionals who can truly think
in a digital age, and emotions are ahead has never been more important.
fundamental to being human.
This report on the emotional quotient
The quotients model represents ACCA’s represents one step in our long-term
deep conviction about the future of the commitment to providing the finance
profession, and lies at the heart of leaders and strategic professionals who
changes to the ACCA qualification. One will create the accountancy profession the
of these changes is the introduction of our world needs.
4
Contents
Executive summary 7
Report structure 9
Research approach 10
1. Introduction 11
1.1 Background 11
1.2 Elephant in the room 12
1.3 Emotional intelligence and emotional quotient 12
4. Conclusion 55
Acknowledgements 80
References 87
Figures
FIGURE 2.4: Self-knowledge, by ACCA members and students of the ACCA qualification 16
FIGURE 2.8: I sense how others are feeling regardless of what they are saying 19
FIGURE 2.10: Perspective-taking, by ACCA members, ACCA affiliates and students of ACCA qualification 20
FIGURE 2.11: I feel compassion for people who are struggling at work 21
FIGURE 2.12: Influencing styles, by ACCA members, ACCA affiliates and students of ACCA qualification 22
FIGURE 3.1: Effect of technological change on how you work, now and in 10 years 34
FIGURE 3.2a: Effect of technological change on how you work now, by employment status 34
FIGURE 3.2b: Effect of technological change on how you will work in 10 years, by employment status 34
FIGURE 3.3a: Effect of technological change on how you work now, by sector 35
FIGURE 3.3b: Estimate the effect of technological change on how you will work in 10 years 35
6
Executive
summary
We are living in a digital age which provides unique opportunities but also places new demands
on the accountancy profession. In 2016, ACCA developed the ‘professional quotients’ of success
for the professional accountant of the future – one of which is the emotional quotient (EQ), the
subject of this study. This report examines both the level of EQ in our digital age and the impact
of digital technology on the need for EQ.
Many people have an intuitive sense of Perspective-taking: …be adaptable, using one’s personal learning and see things from
EQ, often expressed as something to do the viewpoint of others (ie accommodate them)
with emotions and interacting effectively
Empathy: …respond warmly in ways that make others feel heard and included
with people. But it is important to go
beyond this and critically reflect on the Influence: …compellingly affect, inspire and encourage everyone to do well.
value embedded in emotions: something
particularly important as we look ahead in
a digital age.
In the context of accountancy, much has The evidence from ACCA’s research • A
growth mindset is positively
been said about the disruptive power of uncovered several observations pertinent correlated with being at work:
technology and its possible impact on jobs. to the level of EQ required in a digital the stretching of one’s capabilities
In EQ, individuals have a resource that is age and the impact of digital technology involved in achieving results in the
integral to who they are as human beings, on the need for EQ. workplace correlates with higher
and that is inherently difficult for machines capabilities in this area.
to replicate. In a sense, it is the elephant • A
growth mindset matters: this
in the room, the potential of which is often emotional competency emerges as a • E
xperience can be a key enabler: the
not recognised. So considering return on key enabler for the development of evidence indicates that higher scores
time and effort spent, there is a strong case EQ and is a point of high leverage (ie for many competencies are correlated
for those in the accountancy profession to improvements here can help with with the level of exposure to related
build their EQ competencies as part of improvements across all emotional situations, with members scoring
strengthening their competitive advantage. competencies more generally). more favourably than students more
than twice as often as the reverse.
7
Emotional quotient in a digital age | Executive summary
8
Report
structure
1 www.accaglobal.com/EQ
9
Research
approach
A combination of tools straddling both primary and secondary research was used to arrive at the
views expressed in this report.
The primary research was based on Secondary research included desk direction for the assessment of inputs
three approaches. research into ACCA’s extensive back throughout the process.
catalogue of work on technology trends,
i. Traditional data analysis (descriptive with views also being sought from Further details are available at the start
statistics) of the survey results provided technology futurists/experts. These of a section 2.1 and 2.2. Additional
a view of the level of EQ in the present inputs informed the view on both level information is also available in Appendix 1.
digital age. This approach is helpful to and impact of EQ as well as providing
understanding behaviour within
particular clusters of the survey
sample, or specific data points
pertaining to a given question. For FIGURE 1: Research approach
example, xx% of respondents said yyy.
iii. Workshops around the world were Desk research, Level and
Secondary
used to gather the views of Technology futurists impact of EQ
professional accountants about the
impact of EQ in a digital age. These
discussions were structured around a
range of impact areas, which provided
focus for the workshops while also
giving participants the opportunity to
question/add to/provide further detail
on, these impact areas.
10
1. Introduction
1.1. BACKGROUND The quotients framework has played a EQ, which is a measure of emotional
key role in informing the thinking intelligence, is particularly relevant when
ACCA is committed to developing the
behind changes to the ACCA seeking to create a strategic professional
accountancy profession that the world
qualification. The updated qualification – ie a rounded finance professional who
needs, both now and in the future. And
includes many new features, such as a can properly integrate the complexities
these needs have to be met against the
revamped ethics module, and an of human behaviour into their core
backdrop of the digital age in which we
integrated case study as part of the final, analytical approach.
are already living.
‘Strategic Professional’ stage.
The skills we have identified for future
success were introduced in Professional
accountants – the future: drivers of
change and future skills (ACCA 2016). FIGURE 1.1: ACCA professional quotients skills framework
11
Emotional quotient in a digital age | 1. Introduction
Self-knowledge: …recognise the feelings and motivations that underlie and drive
one’s actions
Perspective-taking: …be adaptable, using one’s personal learning and see things from
the viewpoint of others (ie accommodate them)
Empathy: …respond warmly in ways that make others feel heard and included
2 Though in their relatively early stages, cognitive techniques are slowly starting to encroach upon this space as well.
12
2. Level of EQ
in a digital age
We are already living in the digital age. Artificial intelligence, automation and the so-called Fourth
Industrial Revolution all contribute to the environment in which accountancy must deliver value.
It is therefore sensible for professional 2.1 DATA ANALYSIS 2.1.1 Data analysis – summary findings
accountants to view EQ as a friend – both The growth mindset scores are higher
The charts in this section show responses
in general, but also particularly in the among those in work than among
that are the net (sum) of those who
landscape of increasing digitisation. full-time students. Those working in
answered ‘often’ or ‘almost always’ for
part/full-time accounting or finance roles
So in this context, what is the level of EQ the given question in the survey. A colour
score at or above average on all
among those working in accountancy? code of green is used to depict
elements of the growth mindset, unlike
The main purpose of this section is to responses that are significantly3 better
full-time students, who score significantly
shed light on the areas where emotional than average and red for significantly
below average on all dimensions of the
competencies are in evidence (or not) and worse than average. All other survey
growth mindset.
the factors that influence its development. responses in a chart are coded grey.
Maintaining a learning mindset gets
This section explores the question using In general, green bars depict scores that
harder over time, but curiosity to learn
both data analysis and systems thinking, have a higher value (and significantly so)
remains. On average, 78% of
both of which are connected to ACCA’s than the overall average. But for reverse
respondents reported that they often/
global survey of respondents in the scored, ie negatively worded questions,
almost always felt best about themselves
accountancy profession. green bars correspond to scores that are
when they were learning, compared with
lower, because that is the better outcome.
only 67% of those with over 20 years of
Questions relating to each of the five
All survey results are statistically valid post-qualification experience. However,
emotional competencies were mixed
outputs as returned by the survey ACCA members had significantly above
together across the survey to ensure that
sample, whether colour coded green, average scores on their curiosity to learn
respondents answered without being
red or grey. The green/red just provide about things they do not understand, at
aware of a given question’s link to a
additional evidence that this result is 87% compared with the average of 84%.
particular competency. The competencies
were not mentioned in the survey at all. significantly above or below the overall
On several competency elements,
average in a statistical sense, ie after
more experience correlates with
accounting for the margin of error always
higher scores: many aspects of EQ
associated with sampling.
appear to benefit from deeper and/or
Further information is available in longer experience: in other words, from
Appendix 1. having had more opportunities to
engage with and learn about those
competency elements.
3 ‘Significant’ here means significant in a statistical sense based on a 95% confidence interval; ie there is 95% confidence that the difference (whether above or below average) exists after
accounting for the margin of error associated with sampling.
13
Emotional quotient in a digital age | 2. Level of EQ in a digital age
40%
Here are some examples. There remains a place for compassion in
the workplace: two-thirds of respondents
• On claiming that they recognised how reported feeling compassion often/almost
one’s behaviour is affected by one’s always towards those struggling at work.
emotions, members scored significantly Only 11% reported rarely/only occasionally
above average, 74% versus 70%; at feeling this compassion, with the rest
67% students scored significantly reporting moderate levels.
of respondents cited the below. Senior professionals, eg
directors/executives/partners, scored Influencing styles rely more on
use of emotions in their significantly above average. rationality than emotions. Many more
negotiations with people respondents cited using rational arguments
• Respondents in large organisations when persuading (average 71%) than those
with over 1,000 employees scored who cited the use of emotions in their
themselves highly (and significantly negotiations with people (average 40%).
above average on four out of five This does raise the question of whether
elements) on perspective-taking. They there is value being ‘left on the table’
may be more experienced at dealing because of inadequate recognition of the
with issues requiring this competency, potential of emotions for driving influence.
given likelihood of multiple
departments, various agendas, matrix 2.1.2 Data analysis – findings in detail
structures and cross-cultural teams. Those in work score themselves more
highly for growth mindset than do
• The belief that one can sense how
full-time students. Those working in
others are feeling, regardless of what
part/full-time accounting or finance roles
they are saying, improves steadily as
score themselves at or above average on
one proceeds up the age brackets.
all elements of the growth mindset
Under-25s at 53% are significantly
(Figure 2.1), unlike full-time students,
below the overall average of 58%,
who score significantly below average on
while at the top end, it was 63% in the
all dimensions of the growth mindset.
51–65 year group.
60%
40%
22%
20% 18% 18%
16% 16%
0%
When I fail, I conclude I am energised by I feel best about myself If I do not succeed at I am curious to learn
I do not have the the challenge to when I am learning something, I work harder more about things
required ability [R]* overcome a failure I do not understand
14
Emotional quotient in a digital age | 2. Level of EQ in a digital age
78%
In a digital age, it is inevitable that new of post-qualification experience struggled
situations, skills and knowledge will need on this parameter, with only 67% of those
to be mastered on a continuous basis. with over 20 years of experience agreeing
Often the barrier is not analytical. It is an with the statement often/almost always.
emotional barrier, linked to the fear of the
unknown. This finding suggests that in Furthermore, there is a steady fall in the
addition to the benefits of applied skills, percentage scores as respondents move
of respondents reported on-the-job learning may have a role to from having less than two years to more
play in developing the ability to operate than 20 years of post-qualification
that they ‘often’ or experience (Figure 2.2). This suggests that
outside one’s comfort zone. Dealing with
‘almost always‘ felt best a live experience as it unfolds in a work as responsibilities increase, seniority levels
setting, is more real, and consequently rise and time away from formal learning
about themselves when
more of a challenge, than reading about increases – it gets harder to feel ‘good’
they were learning it and understanding it. about being in learning mode. There
becomes more of an expectation that
Maintaining a learning mindset gets one will teach/tell others how things are
harder over time, but curiosity to learn done, rather than having to learn oneself.
remains. Learning new information is not
always an easy or pleasant experience. This finding is reflected when looking at
This appears to be particularly the case as ACCA members as a group (Figure 2.3)
the number of years of post-qualification where the corresponding percentage is
experience increases. 77%. While this seems only slightly less
than 78% at first glance, this difference
On average, 78% of respondents reported actually turns out to be statistically
that they ‘often’ or ‘almost always‘ felt significant (as shown by the red bar in the
best about themselves when they were chart). This is because the healthy size of
learning. Those with more than 11 years the sample (since almost all qualified
78%
67%
Overall average I feel best about myself 74%
when I am learning 82%
More than 20 years
11–20 years 83%
6–10 years 84%
2–5 years
Under 2 years
0 20% 40% 60% 80% 100%
15
Emotional quotient in a digital age | 2. Level of EQ in a digital age
members in the survey are ACCA or expect it to hold true for every
The findings suggest members) can result in even small competency all the time. Certainly,
that for many aspects of percentage differences being non-trivial. depending on the individual and their
specific EQ needs, there will be cases
EQ, individuals appear to In a digital age, professional accountants where formal training or other
benefit from having had will need to learn new things, even after interventions may be appropriate
15–20 years of experience. This could regardless of level of experience. But the
deeper and/or longer relate to re-engineered processes using evidence from this survey is that members
work experience. robotic process automation or extracting score more favourably than students
insight from data analytics or dealing with more than twice as often as the reverse.
new business models that are light on
tangible assets and data heavy. An implication of the above is that EQ
can be learned. It is not an innate trait
The good news, however, is that ACCA and, like many other skills and
members show significantly above competencies, it can be improved over
average scores on their curiosity to learn time by perseverance and application.
about things they do not understand, One’s EQ can be improved much as one’s
87% compared with the average of 84%. physical strength can be improved by
This is important because it may reflect a working on it, ie the more one uses a
level of resilience. muscle the easier it becomes.
Despite not particularly enjoying being in In a digital age where the narrative is so
learning mode, these respondents are often about change and disruption, it is
able to maintain their basic interest and worth bearing in mind that experience
engagement with the idea of learning. really matters, even if that experience
This is likely to result ultimately in better relates to environments that pre-date
learning outcomes, rather than just losing digitised ways of working. There are
interest or giving up because something plenty of transferable skills, and
feels challenging. emotional competencies are a powerful
component of that value transfer.
On several competency elements, more
experience correlates with higher •
Links between emotions and
scores. The findings suggest that for behaviour are better understood as
many aspects of EQ, individuals appear work experience matures.
to benefit from having had deeper and/or
longer work experience. In other words, On recognising how one’s behaviour is
they benefit from having had more affected by one’s emotions (Figure 2.4),
opportunities to engage with and learn members scored significantly above
about those competency elements. It is average for the sample as a whole, at 74%
important not to look at this simplistically versus 70%, while at 67% students scored
FIGURE 2.4: Self-knowledge, by ACCA members and students of the ACCA qualification
70%
16
Emotional quotient in a digital age | 2. Level of EQ in a digital age
Director / Senior Chief financial Manager Academic Consultant Newly Controller Supervisor Auditor – Auditor – Self-
Executive / manager officer qualified internal external employed
Partner accountant
82%
80% 77% 78% 78% 79% 78% 77%
73% 72% 73%
70% 71% 71%71% 70% 70%70%70%
68% 68% 69% 68%
66% 65% 66%
64% 63% 62% 64% 65%
60%
40%
20%
0%
I work to understand the I strive to clarify assumptions I invite diverse viewpoints I try to find the rationale I revisit my viewpoint as
concerns of others when exploring different to develop my thinking behindideas I disagree with I receive new information
perspectives / I can explain the
assumptions that underlie my beliefs
Overall average Over 1,000 employees 250–1,000 employees 50–249 employees 10–49 employees 1–9 employees
17
Emotional quotient in a digital age | 2. Level of EQ in a digital age
Under 2 years 2–5 years 6–10 years 11–20 years More than
20 years
Years as qualified accountant (employees and self-employed)
18
Emotional quotient in a digital age | 2. Level of EQ in a digital age
73%
•
Ability to pick up non-verbal signals individuals operate in a highly
improves with experience and entrepreneurial way, and an enhanced
application. Survey results show that ability to read non-verbal signals may be
the ability to sense how others are particularly important, for example in
feeling, regardless of what they are generating trust with clients. As shown in
saying, improves steadily as one Figure 2.6, those working in large
proceeds up the age brackets (Figure organisations display above average
of self-employed 2.8). Under-25s, at 53%, are scores on perspective taking, possibly
significantly below the overall average because of the large number of people
respondents said that
of 58%, while respondents over 36 and situations they must tackle. Similarly,
they noticed non-verbal years are significantly above it. At the for the self-employed, non-verbal cues
cues, compared with an top end, 63% of respondents in the might be emphasized because they work
51–65 age group report that they in an environment with relatively fewer
overall average of 64% often/almost always sense how others formal policies and procedures to rely on.
feeling regardless of what they say.
Collectively both these findings appear
Self-employed respondents (Figure 2.9) consistent with the well-established
perform well on the element of noticing observation that the more one does
non-verbal cues when listening to others: something, whether through experience
73% of these respondents said that they or circumstance, the better one is likely
noticed non-verbal cues, compared with to get at it.
an overall average of 64%. These
FIGURE 2.8: I sense how others are feeling regardless of what they are saying
63%
61% Overall average = 58%
56%
53%
19
Emotional quotient in a digital age | 2. Level of EQ in a digital age
73%
•
Members are willing to make an effort This matters because, in a digital age,
to understand the views of others. there is a higher likelihood of being
In general, ACCA members perform unexpectedly caught off-guard by new
well on perspective-taking, with ideas that have emerged relatively
significantly above-average scores on quickly. And inviting diverse viewpoints
almost all elements comprising this to develop one’s thinking is a way of
competency (Figure 2.10). They also staying ahead of the curve. It is a way
of students responded score higher than students on all of avoiding an echo chamber of
except one of the elements of likeminded individuals who are shaped
that they invite diverse
perspective-taking. As mentioned, this by similar experiences.
viewpoints to develop may relate to a possible correlation
between a greater depth of There remains a place for compassion
their thinking
professional experience and the ability in the workplace. On average, about
to relate to the viewpoints of others. two-thirds of respondents reported
feeling compassion often/almost always
Interestingly though, there was one towards those struggling at work. Only
exception where students score more 11% reported rarely/occasionally having
favourably than members. This was on this feeling, with the rest reporting
the element of inviting diverse moderate levels on this metric. So on the
viewpoints. It may be worth exploring whole, there appear to be a place for
whether with the passage of time, it is compassion toward co-workers when
becoming more difficult for individuals to placed against the pressures of business
stay open to a wider range of new ideas. delivery and individual career ambitions.
FIGURE 2.10: Perspective-taking, by ACCA members, ACCA affiliates and students of ACCA qualification
100%
81%
80% 78% 78% 77%
74%
71% 71% 72% 73% 72%
69% 70% 71%
66% 66%
64% 64% 64% 63%
62%
60%
40%
20%
0%
I work to understand I strive to clarify assumptions when I invite diverse viewpoints I try to find the rationale I revisit my viewpoint as I
the concerns of others exploring different perspectives / to develop my thinking behind ideas I disagree with receive new information
I can explain the assumptions
that underlie my beliefs
Overall average ACCA member ACCA affiliate Student of the ACCA qualification
20
Emotional quotient in a digital age | 2. Level of EQ in a digital age
FIGURE 2.11: I feel compassion for people who are struggling at work
72%
70% 70%
68% Overall average = 65%
67%
64% 64%
63%
62%
60%
Small or Not-for-profit Public sector Financial Big Four Corporate Corporate Other Financial Mid-tier
medium-sized services – accounting sector – small / sector – large international services – small / accounting
practice (SMP) large firm medium sized accounting firm medium sized firm
21
Emotional quotient in a digital age | 2. Level of EQ in a digital age
FIGURE 2.12: Influencing styles, by ACCA members, ACCA affiliates and students of
ACCA qualification
40%
39%
71%
22
Emotional quotient in a digital age | 2. Level of EQ in a digital age
64%
ACCA members (Figure 2.13) reported Furthermore, respondents in senior roles
significantly above-average levels of (Figure 2.14) were more likely to report
tailoring communications to the audience, that they tailored communications to their
with 76% of respondents reporting that audience. They also scored highly (Figure
they often/almost always do so, compared 2.5) on recognising how their emotions
with the average of 72%. Nonetheless, a affect their behaviour, an element linked
significantly below-average proportion of to self-knowledge.
of ACCA members members, 64%, reported that they learn
about the needs of the people whose So these senior respondents understand
reported that they learn both themselves and others, enabling
support they are trying to gain (whereas
about the needs of the the average was 66%). them to tailor communications in order
to influence. This is likely to be
people whose support
This may suggest the need to explore important to their leadership and ability
they are trying to gain whether the self-perception that they are to drive outcomes in the multiple,
tailoring communications, sufficiently complex, stakeholder interactions they
reflects the reality, given that learning routinely face.
about audience needs is a prerequisite
for tailoring communications.
65% 64%
Senior Director / Chief Manager Consultant Controller Academic On leave Auditor – Newly Auditor – Supervisor Sole Self-
manager Executive / financial internal qualified external practitioner employed
Partner officer accountant
23
Emotional quotient in a digital age | 2. Level of EQ in a digital age
65%
Female respondents were attuned to of female and 42% of male respondents
the feelings of others, but were less reported appealing to people’s emotions,
likely to see emotions as a tool for relative to the average of 40%.
driving influence. While 65% of female
respondents reported being attuned to In other words, a lower proportion of
how others are feeling, the figure was female respondents reported the use of
62% for male respondents. This makes emotions as an influencing tool, despite
of female respondents the former significantly above the being relatively highly attuned to how
average of 63%, and the latter others around them were feeling.
reported being attuned
significantly below the average (Figure
to how others are feeling, It is important to note that male
2.15). This element maps to the emotional
respondents report a higher self-
the figure was 62% for competency of empathy, and provides
perception of using emotions to influence
evidence that female respondents have
male respondents at their disposal a resource facilitating a
– this does not mean they actually do
so, nor does it mean that they are any
good understanding of the emotional
better at using emotions to drive their
state of those around them.
sphere of influence.
What is less clear, however, is whether
Nevertheless, these findings raise the
female respondents are using this resource
question of whether female respondents
as a tool for driving their influence.
are sufficiently recognising an area of
Male respondents reported statistically potential value and strength, and whether
significant above-average scores on the idea of ‘influence’ is being sufficiently
influencing styles (Figure 2.16) while female interpreted by them in its capacity to
respondents reported the opposite: 37% drive constructive change.
62%
60%
37%
32%
24
Emotional quotient in a digital age | 2. Level of EQ in a digital age
25
Emotional quotient in a digital age | 2. Level of EQ in a digital age
2.2.2 Systems thinking – findings What surfaces is that most elements loop
As a point of highest in detail back to the growth mindset – making this
leverage, having a A growth mindset is a point of high an integral/dominant element within the
leverage. Figure 2.17 is the output from CLD. This means that as a point of highest
growth mindset is the systems thinking at headline level. It leverage, having a growth mindset is
emerging as an essential represents an overall picture across all emerging as an essential driver for
driver for learning competencies with subsequent casual learning and development in emotional
loops at individual statement level competence. Scoring well here can help
and development in exploring each competency separately with the ability to make improvements in
emotional competence. (Figures 2.18–2.22). other EQ competencies as well.
All the loops within this CLD are based Energy to overcome a failure is key.
on a hypothesis of positive reinforcing ‘I am energised by the challenge to
feedback loops. For example, if one’s overcome a failure’ emerges as a key
level of influence increases it positively connector element, with the largest
affects one’s level of empathy. And as number of links to other elements within
empathy increases it will increase one’s the growth mindset (Figure 2.18).
level of influence. Conversely, if one has
low empathy levels it will also probably This is emerging as a high-leverage area
reduce the level of influence one has and of change within the highest-leverage
vice versa. emotional competency, namely the
growth mindset. So the ability to get
The loops in Figure 2.17 were supported energised when dealing with adversity
by the underlying data results. And the appears to have an important impact
growth mindset emerged as the on the ability to develop a growth
competency with the most connections mindset and emotional competencies
going in and out of it. more generally.
Growth mindset
Empathy
Self-knowledge
Influence
Perspective taking
26
Emotional quotient in a digital age | 2. Level of EQ in a digital age
As shown in Figure 2.18, ‘I am curious The data results support the hypothesis,
A growth mindset to learn more about things I do not with an inverse correlation of the
is itself an anchor understand’ has a positive impact on distribution of responses on the
‘I am energised by the challenge to perception of having the required ability
mindset for emotional overcome a failure’. The more strongly with responses showing how energised
competence and, within one agrees with these statements people feel about overcoming failure.
it, the key linking and acts on them, the more positive As an example, a high number, 31.13%
the feedback to each of them is (ie of the respondents ‘rarely’ conclude that
element is the energy two-way feedback). This is a positive they do not have the required ability
the person receives feedback loop. when they fail, while only 2% of
from the challenge to respondents thought they ‘rarely’ felt
On the other hand, the level of energy is energised to overcome failure.
overcome failure. reduced by someone who strongly agrees
with the statement and acts on the A growth mindset is itself an anchor
assumption that ‘When I fail, I conclude I mindset for emotional competence and,
do not have the required ability’. The within it, the key linking element is the
lower the energy to overcome failure the energy the person receives from the
more likely that the respondent will ‘feed’ challenge to overcome failure. So, if this
the attitude that if they fail they do not is low, then it has a consequence for all
have the required ability. This is a other elements in this competency and
negative reinforcing feedback loop. on the other emotional competencies
more generally.
27
Emotional quotient in a digital age | 2. Level of EQ in a digital age
Recognising how one’s emotions Both the latter and ‘I can predict how I
Recognising how one’s affect one’s behaviour underpins will react in new situations’ seem to be
emotions affect one’s self-knowledge. The core element within particularly challenging elements within
this competency is the element that this competency. Just over two-fifths
behaviour underpins indicates ‘I recognise how my emotions (43%) of respondents report that often/
self-knowledge. affect my behaviour’ (Figure 2.19). This almost always, people react to them in
implies that without this awareness one’s unexpected ways; while almost a quarter
overall ability for building the (24%) of respondents reporting that they
competency of self-knowledge more can only occasionally/rarely predict how
generally is reduced. There is a negative they will react in new situations. The
loop between this and ‘People react to corresponding ‘negative outcome’
me in ways I do not expect’, which is percentages for the other three elements
supported by the responses obtained. in this competency are 6%, 9% and 10%.
28
Emotional quotient in a digital age | 2. Level of EQ in a digital age
29
Emotional quotient in a digital age | 2. Level of EQ in a digital age
I am attuned to how
others are feeling
30
Emotional quotient in a digital age | 2. Level of EQ in a digital age
31
Emotional quotient in a digital age | 2. Level of EQ in a digital age
32
3. Impact of EQ
in a digital age
o shifting power.
33
Emotional quotient in a digital age | 3. Impact of EQ in a digital age
3.2 FINDINGS IN DETAIL The gap between (Figure 3.1) those who
Full-time students thought technology would have a slight/
3.2.1 Importance of EQ in a digital age no effect on their work versus those who
had an above-average This section explores the emerging thought it would have a large/very large
expectation of the extent impact of EQ in a digital age. The effect widened considerably – when
of this technology-led underlying premise is that technology has comparing the present and 10 years’
and will continue to have a significant time. This suggests an expectation of
impact, both now and impact on the way accountants work, now intensifying impact from technology trends.
in the future. and in the future. In addition to this being Furthermore, full-time students had an
a long-standing view of ACCA and many above-average expectation of the extent
others in the profession, it is also borne of this technology-led impact (Figures
out by the survey results. 3.2a, 3.2b), both now and in the future.
FIGURE 3.1: Effect of technological change on how you work, now and in 10 years
82%
Now 10 years
FIGURE 3.2a: Effect of technological change on how you work now, NET: Large /
by employment status Very large effect
Self-employed 33%
Working in a part/full-time
accounting or finance role 32%
Working in a part/full-time
31%
non-accounting or finance role
Overall average = 33%
FIGURE 3.2b: Effect of technological change on how you will work NET: Large /
in 10 years, by employment status Very large effect
Self-employed 85%
Working in a part/full-time
accounting or finance role 82%
Working in a part/full-time
81%
non-accounting or finance role
Overall average = 82%
34
Emotional quotient in a digital age | 3. Impact of EQ in a digital age
When looking across sectors (Figures On the other hand, the Big Four practices
Public sector 3.3a, 3.3b), the picture is a little more and large financial services respondents
respondents were less varied. SMPs scored highly for the scored particularly highly when looking to
technology disruption they are facing the future, possibly in the expectation
likely to cite technology- now, perhaps linked to technologies such that current (often significant) technology
led disruption, whether as the cloud that are now being adopted investments will produce returns. Public
now or in the future – by many in the sector. sector respondents were less likely to cite
technology-led disruption, whether now
which may reflect or in the future – which may reflect slower
slower adoption rates adoption rates and awareness.
and awareness.
FIGURE 3.3a: Effect of technological change on how you work now, NET: Large /
by sector Very large effect
Not-for-profit 33%
FIGURE 3.3b: Estimate the effect of technological change on how NET: Large /
you will work in 10 years Very large effect
Not-for-profit 78%
35
Emotional quotient in a digital age | 3. Impact of EQ in a digital age
36
Emotional quotient in a digital age | 3. Impact of EQ in a digital age
‘…start thinking for business as opposed to thinking I’m only just the
tax [specialist]…they’re so specialised to the point where they cannot
step out of that zone. And so therefore, when there is a change or when
there are technological advancements, it’s not the technology that’s a
threat. It’s their own [growth] mindset in terms of the fact that they
don’t [learn] how to apply on a strategic level’.
37
Emotional quotient in a digital age | 3. Impact of EQ in a digital age
There was one view that during rapid One of the most challenging elements of
change, as threats and opportunities dealing with change is managing the
multiply with technology-led acceleration, messaging to those involved. In the
natural evolution suggests that it is more context of technology-driven change this
important to change quickly than to be is doubly important because there can
able to maximise the potential of an often be a surrounding narrative of
existing environment. A generalist skill restructuring or job-losses.
set is more useful for this.
Empathy is extremely important here.
The contrary view was that there is a trend At a human level, showing warmth and
is for technology to take over roles that understanding in recognising the fears
do not have a customised or bespoke that many may be experiencing goes a
element. In other words, if it is replicable, long way in winning trust. This can also
it is automatable. And specialist skills ultimately affect the business outcome
map more often to customised output by reducing a needless exodus of staff,
specific to a particular situation: for who may assume, owing to poor
example, for interpreting to the needs of communication, that there is no future
for them in the organisation.
‘…if you look five years down the line or ten years down the line when
there will be more AI and more technology, more automated in terms of
the way we do the basic accounting…so it will be more the [ability to]
adapt that will be prevalent for accountants…’.
‘…maybe tax and some other complex [tasks] which will still be done
by humans and can’t really be automated because of the decision-
making and thinking and strategies required in that. But it will be
highly specialised areas like centres of excellence’.
38
Emotional quotient in a digital age | 3. Impact of EQ in a digital age
Technology enables wider, often global, In addition to this divide between digital
interactions, for example where a finance natives and adopters, even within similar
team is split with part of it maintained as demographic groups, technology can
an in-house function, and the rest being create barriers between those who are
incorporated into a shared service centre creators or facilitators (more familiar with
on the other side of the world. This can latest digital tools and techniques) and
create possibilities for disconnections less confident users.
between people who may differ in race,
gender, orientation, cultural norms or In all the above, a common theme that
something else. In some instances, these emerged in relation to emotional
can create serious conflicts, but often they competencies was perspective-taking,
are the source of ‘micro-aggressions’. with the outward manifestation of this
being the way in which one
These everyday sources of friction may communicates with another person. This
be intended or unintended. Either way, competency relates to a couple of
they are no less serious and damaging different aspects of behaviour.
to morale, undermining the sense of
being valued and having a common One is of being adaptable following
purpose, and eventually damaging personal learning – in other words, being
business outcomes. open to readjusting one’s concept of
what is acceptable once in the receipt of
Levels of digital ‘savvy’ also appeared as new information. Closely related to this is
a factor driving diversity in the workforce. the ability to see things from the
Workshop respondents describe this is as viewpoint of others. The challenge here is
often being correlated with age. The the recognition that accommodating
younger demographic has a others’ views does not necessarily or
fundamentally different relationship with automatically mean agreement with them.
technology to that of older co-workers.
39
Emotional quotient in a digital age | 3. Impact of EQ in a digital age
‘…we found it with [some of] our staff, it’s quite jarring to some people
when I say, “you actually have to get out and talk to people”…[they
say] “that’s not what I signed up for in the accounting profession”…
well, sorry, that’s where it’s going’.
40
Emotional quotient in a digital age | 3. Impact of EQ in a digital age
41
Emotional quotient in a digital age | 3. Impact of EQ in a digital age
42
Emotional quotient in a digital age | 3. Impact of EQ in a digital age
When does the decision sit with the The growth mindset also featured in some
The ability to algorithm, and when does the control/ of the discussions, particularly where the
compellingly affect, oversight of the finance professional need ability to be ethical is compromised by a
to exert itself? This is tricky, particularly lack of understanding of the digital issues.
inspire, and encourage given the pressures on the finance leader One workshop participant made the
everyone to do well is as to be seen as a business partner with point that often the barrier is emotional,
much about emotion as commercial acumen. Acting ethically involving summoning the energy to deal
involves meeting much stricter with something not seen before. Any
rational argument. requirements than just meeting minimum technical/analytical barriers appear only
regulatory requirements. after that, and in any case there is usually
no need to be well versed in all the
The emotional competency of influence technological details (the IT team can
plays a key role here. The ability to assist with that). The requirement is to
compellingly affect, inspire, and avoid ‘switching off’ because it is outside
encourage everyone to do well is as much one’s immediately familiar area. Taking
about emotion as rational argument. The cybersecurity as an example, ransomware
ability to influence colleagues not to see is in principle the same as a physical
situations as binary choices (‘we can do kidnapping – steal an asset and threaten
this’ versus ‘we cannot’), but rather as repercussions unless there is payment
opportunities for long-term gain and – but is viewed sometimes as being more
sustainable out-performance, is reliant complicated than it is.
very much on emotional connection. In
the recruitment case discussed above, In the context of beliefs, the most
purely rational arguments will not work commonly cited emotional competency
anyway as the ‘business case’ is likely to was self-knowledge. This is perhaps not
be stacked in favour of the algorithm. surprising, as an individual’s beliefs are
inherent to their sense of self.
43
Emotional quotient in a digital age | 3. Impact of EQ in a digital age
One of the areas in the context of As a related point, belief about the
Self-knowledge emerged technology was assumptions/ essential value of humanity was also
as central to being able expectations about the meaning or referenced in relation to the value of
purpose of life and the nature of technology. There are certain situations
to protect oneself and fulfilment. Leaving aside the philosophical where some people prefer human
define boundaries that aspects, the underlying question related involvement regardless of technological
were appropriate to to the nature/meaning of technology-led benefits, such as where customers spend
progress. While respondents’ views were more on hand-made rather than machine-
one’s belief system. generally in favour of embracing digital made goods because they value the
technologies, some questioned whether individuality of each item.
‘easier means better’ and whether
technology solved some problems only to The final dimension around self-
create others. This linked to questions knowledge and beliefs pertained to
about an ‘always-on’ work culture whether one can trust technology. It is
enabled by technology and the impact on possible to spend more on aggressive
personal relationships and mental health. internet marketing for ‘green washing’,
to manage perceptions, than on actual
Self-knowledge emerged as central to environmentally sustainable initiatives.
being able to protect oneself and define
boundaries that were appropriate to one’s Again, self-knowledge plays a pivotal role
belief system. Quality of life in a digital in the extent to which participants claimed
age straddles questions about one’s they were willing, or not, to give the benefit
beliefs regarding non-financial value. of doubt to technology. This also has links
to the area of scepticism and the ability to
interrogate facts to an appropriate level.
‘…[no matter how much technology there is] nothing beats actually
picking up the phone and giving a call or even meeting up with
the person… and not put it in an email and that gets sort of
misconstrued…it’s [an] investment in time but [there is] the return
of investment by the ability to avoid a more challenging or defensive
discussion going forward’.
44
Emotional quotient in a digital age | 3. Impact of EQ in a digital age
‘…now we’re training [fewer] of our juniors on the basics of debits and
credits because that will be sorted out automatically…so what we’re
focusing on is actually the data…training three months intensively
[with real] client data…[say] e-analyse the trend of this [payroll data]
using all the top tech software we have. You present to the partner
group what you found on this, what are the issues, as an auditor how
do we target the area. So they’re not getting trained in the basics now
which scares me as a traditional practitioner. But then, it’s powerful
when [they share] analytical results out to us…because it’s the other
way, before the partners were training the juniors. Now they spend
[time] in a [training] lab and present to us what’s there. It’s really
powerful in a way’.
‘In terms of the new hires…we’re hiring people who have got some
business skills but have also got a minor in IT or they’re historians…
they’re good at data mining or taking a qualitative view based on
some quantitative and some qualitative elements to it…so the pools in
which we are fishing now for our graduate hires have changed quite
dramatically…the way in which we develop them from the outset,
adding that sort of human experience point into their learning is quite
a different picture now to how it was two years ago or five years ago
and I think we’re going to be looking at a very different picture along
the same sort of trajectory in five years’ time’.
45
Emotional quotient in a digital age | 3. Impact of EQ in a digital age
‘…for a lot of the work that I did as a graduate now there’s a robot to
do it. And is that a good thing or a bad thing?...on the positive side
that’s fantastic, because I can then go on and do other work. But then
are you also missing some of those fundamentals that I look back on
now and I [think], I didn’t love it at the time but I have a really clear
understanding of how that works so it now helps me with other things.
So that’s something to think about as well’.
46
Emotional quotient in a digital age | 3. Impact of EQ in a digital age
The emotional competency of influence and nuance. Also, the sheer volume of
The ability to when dealing with stakeholders also information to be consumed was
convincingly put forward featured in the workshop discussions. perceived as presenting a clear risk to
This was in the context of not losing understanding. With reference to the
an alternative view that control of the narrative as a result of what previously mentioned generalist vs.
inspires, encourages was being learned or taught. specialist point, what emerged was that
and counters other regardless of which direction one took,
As an example, consider a situation the amount of information for both
sources of information where there might be negative views continues to increase exponentially.
requires the audience circulating about the organisation/
department, whether in internal forums or Both the speed and volume of
to feel a level of more widely on the internet. The ability to information emphasised the need for
emotional engagement. convincingly put forward an alternative greater self-knowledge. This was
view that inspires, encourages and principally in the sense of needing to
counters other sources of information understand what one is trying to achieve
requires the audience to feel a level of in the middle of all the ‘noise’ and being
emotional engagement. This can be a key able to use that as a guide for deciding
driver for their prioritising what one says the key messages to get across when
against what that audience might learn needing to communicate faster, or what
from elsewhere. information to ignore when dealing with
more volume than before.
Other cognitive challenges discussed
included the ability to communicate On a different note, an area where
meaningfully in an environment of fast influence was deemed a relevant
reactions and superficial judgements. competency was in handling the narrative
One concern related to excessive reliance around the impact of automation on
on short-form messages, with an upper accountancy skills and learning priorities.
limit on characters available to express Taking ownership of the narrative here
oneself, and the resultant loss of meaning and explaining the proposition of
‘If you think about 50, 60 years ago, we consumed the equivalent of
a newspaper, 20 years later it was equivalent to five newspapers,
and now it’s more than 100 newspapers, trying to consume all of that
within a day. Our brains haven’t evolved enough to handle it. And so…
how do we manage that, how do we filter out and then use the most
important bits to drive better outcomes?’
‘And then we also found that influence is very much needed when
you talk about change in terms of first of all believing yourself and
at the same point of time, influencing others to believe in where as a
profession you are going’.
47
Emotional quotient in a digital age | 3. Impact of EQ in a digital age
‘…they have been doing audit for a number of years…got a lot more
data mining opportunity at [their] fingertips. They’re going to be
presented with a load of data that they’ve not really had to work for…
they’ve pressed a few buttons, they’ve followed the algorithms and
then they’ll say well here it is, here’s the answer…no that’s [just] what
the numbers say but these are the other external influences that you
need to look at’.
48
Emotional quotient in a digital age | 3. Impact of EQ in a digital age
‘…if you are going to [use] a technology that you inherit, you cannot
just take it and say OK, somebody created this 15 years ago. It’s
supposed to work. You are going to ask, why did it work this way?
How did it come…[to be] this way? I think that is quite useful in our
current generation.’
49
Emotional quotient in a digital age | 3. Impact of EQ in a digital age
There are also going to be many more are telling the professional accountant
In effect, professional of them, with worldwide annual sales of what they think it is telling them, will
accountants will industrial robots set to pass 350,000 create a corresponding need for humans
and perhaps 100,000 for professional to retain appropriate spheres of control
need to influence the services robots (logistics, defence, and influence. In effect, professional
environment within milking and general farming, medical, accountants will need to influence the
which these human– construction and demolition, PR of environment within which these human–
various sorts, exoskeletons). machine interactions occur, in order to
machine interactions avoid unintended consequences.
occur, in order to The AI tool of a leading social media
platform responds to 4bn translation Examining the accountant agenda from a
avoid unintended requests a day. A leading e-commerce slightly different angle, visualisation and
consequences. website has made great strides in more interactive tools mean it is ever
developing an interactive assistant that more important for accountants to
can eventually help one do everything understand what they actually want from
from booking meetings with colleagues their interactions with technology. The
to controlling the lights in the office – approach of standard-form template-
with the expectation being that humans based reports is feeling increasing
will use keyboards less, and directly talk outdated. Stakeholder expectations are
as if with another human. very strongly geared towards twinning
reporting with insight to a much greater
There is also an expectation in the future of extent. There may well be multiple tiers
greater machine impact on human culture. to this engagement of accountants with
There is a not unrealistic prospect of music interactive tools.
written by AI algorithms, for instance.
For example, some accountants will have
So these machines are going to be the skills and opportunities to develop
around us a lot more, there will be many interactive user-relevant tools, perhaps as
more of them, they will be interacting an asset or resource for the wider
with us a lot more and have the potential organisation. Their role could be
to get involved beyond calculation/ differentiated from core IT resources in
analytics and into areas such as culture. their greater understanding of the
business needs, and ability to understand
The emphasis of workshop participants
connections between types of data, for
on the competency of influence is very
example between volume and value-
understandable when viewed against this
based metrics. This type of front-end
background. In a work setting, the need
web-based tool will probably be layered
to ensure that algorithms or technologies
on top of core IT infrastructure.
50
Emotional quotient in a digital age | 3. Impact of EQ in a digital age
fast-evolving digital age On the other hand, there will probably be Importantly though, despite its name,
in which one may be a larger pool of professional accountants human–machine interaction affects the
who will interact with these interactive evolving nature of interactions between
leading both humans tools and customise their requests for humans themselves, in an environment
and machines. data and analytics on the basis of data where there is increasing human–machine
availability, data quality, and client needs. interaction. That is ultimately why
emotional competencies are so important
For these accountants, the challenge in when dealing with the changes that AI
their interaction with technology will be will bring about.
to recognise implicit information, for
example whether the client and/or the In this context, empathy emerged as a
external data has embedded particular area of discussion in the ACCA
assumptions, and if so how well these workshops, particularly the importance of
are understood and factored into the reminding oneself of its relevance in an
request given to the tool. environment where many of one’s
interactions (ie those with machines) might
Here, there will be a requirement from a not require this attribute. Dealing with
growth mindset point of view. It will not be human beings’ reactions to the machines
enough to be content with saying that the or to the information they produce may
tool provided a certain report based on require considerable empathy.
the input variables entered into it. There
will need to be much greater clarity about Finally, whatever the interaction,
why a particular question is being asked, leadership is a key ingredient for driving
and how the answer will be used. Without success. And leadership is still viewed as
that clarity, the interaction with the tool an inherently human endeavour by most.
will create outcomes that are at best Emotional competencies are integral to
useless, and at worst seriously misleading. achieving effective leadership, across all
competencies. So understanding how to
On a wider level, the need for a balanced harness emotions to become an effective
emotional response to interacting with leader is as relevant as ever, regardless of a
machines is a theme running through fast-evolving digital age in which one may
many of the relevant considerations. be leading both humans and machines.
‘We include our clients in our chat groups. In the past we used to
use email whereas now we are connected on chat 24 hours. So that’s
changed our way of working’.
51
Emotional quotient in a digital age | 3. Impact of EQ in a digital age
52
Emotional quotient in a digital age | 3. Impact of EQ in a digital age
‘I’ve done the building blocks, one, two, three, four, five. Those are
stepping-stones. And then it depends on the stage of your career
which is most important to you at that point. So at the sort of more
experienced end, it’s all about influence.’
‘…different age groups who get more and more open – they have their
own ideas, they have their own opinions. Unlike before, for example
I am the leader…I would be on the top of the hierarchy. So I decide…
whereas now employees actually have their own opinions and we need
to tolerate [these]…in the current environment employees have their
own sources of information’.
53
Emotional quotient in a digital age | 3. Impact of EQ in a digital age
‘…ability to attract the right people in a rapidly changing environment [can be challenging], so being very clear in what
your value proposition is as an individual or as an employer organisation [is important]. So that you’re sending out the
right signals to get the right people into your organisation and making it attractive for them to come in and work with
you, respond[ing] very quickly to that changing environment’.
‘In terms of accountants in the future, I just think that the accounting model will definitely change. And it will reflect
a more entrepreneurial type person to come into an organisation. Whilst we [will continue to] have the prevalence of
government regulation and external bodies and also boards, which are to my way of thinking the check and balance to
management, there’s always going to be a governance oversight required…I can’t see that going away.’
‘…dealing with boards, I always put myself in their shoes. So if I’m trying to put a subject or a decision across, I
always look from their [perspective]. So I find that sometimes I change my opinion as I walk through it. But it actually
helps me to get the message across. And it works fairly well’.
‘I was working on a major transaction…and you discover that…investors [took the view] that since this money is just
in the hands of a few people, why incur so much cost to go and list [on an exchange] when you can gather ten people in
a room and they will give you all that money…[and in this scenario] as an accountant you need the soft skills to [deal]
with just a few investors really, [often] one or two people who have [the money]’.
54
4. Conclusion
The point here is that while there are norms and behavioural
expectations in the workplace, this is not equivalent to suggesting that
the workplace is not the place to express emotions. This can create
needless blockages and wasted potential from people suppressing
their natural styles, energies and talents.
55
Appendix 1
Data analysis (descriptive statistics) This means that when looking at the interval around the data
This refers to the analysis of data to derive statistical results, point that captures the margin of error (eg +/– xx%) and the
ie observations of the type: margin of error of the overall average, there is no overlap zone
– and hence there is a significant difference.
xx% of respondents said yyy
In this survey, given that the sample comprises many thousands
The data can be clustered (grouped) in different ways, with of respondents, small differences in percentages may be
characteristics recorded across these different groups within significant. Larger samples reduce the margin for error, which
the overall data set. result in tighter intervals around data points – and this makes
overlap zones less likely.
In the context of this EQ survey, responses represent an
individual’s self-perception, rather than an absolute truth. Significance testing for difference between a data point and
For example, stating that 10% of respondents live in the UK the overall average is usually done at the 95% confidence level.
may be an absolute fact, but stating that 10% of respondents This means that there is a 95% probability that the difference
‘strongly agree’ that they appeal to emotions when negotiating between two data points represents a genuine difference and
gives their expressed view of themselves. is not due to ‘chance’ arising from the fact that the survey is a
sample of the whole population. Put another way, there is a 95%
Therefore, an internal benchmarking approach is used. probability that there will a difference after accounting for the
Responses for a cluster are compared with the overall average margin of error (ie no overlapping intervals).
for the data set as a whole. This gives a measure of the
dispersion of data around the overall average for a given The larger the sample size, the smaller are margins of error.
question and allows for like-for-like comparability, as all the So it is not necessarily the case that larger differences are
data is within the same data set. significant, as this depends on the margin of error around the
two data points. Say for a given question, the overall average is
Data points in a survey sample have a margin of error to 25%. Cluster 1 may be significantly lower than average at 22%,
account for the fact that they represent a subset who answered while cluster 2 may not be significantly lower than average at
the survey, rather than the full population. The analysis 20%. If cluster 1 is based on (say) 500 responses its margin of
highlights where there is a significant difference between a error will be smaller, while if cluster 2 based on only (say) 50
given data point and the overall average. responses, it may have a wider margin of error which creates an
overlap zone with the interval around the overall mean.
56
Appendix 2
Systems thinking – an introduction Taking a system such as global population, a simplified example
Systems thinking is a way of looking at the world in terms of the of a linear approach might be to observe that a factor driving
causal relationships between elements. Peter Senge (1990) the number of births is the birth rate and number of deaths is
defines systems thinking as: ‘a discipline for seeing the structure the life expectancy. While more variables can be added for
that underlies complex situations and discerning the high from sophistication, systems thinkers would consider a population
low leverage change’. system to be a linear model in the absence of feedback loops.
Instead, the account below of the same variables is closer to
Systems thinking is not a new approach, though it is perhaps systems thinking.
not as commonly used as it should be. The San People of
Southern Africa are recognised systems thinkers, and Leonardo When births increase the population increases (+ relationship)
da Vinci is also thought of as a systems thinker. Nonetheless, and similarly, when the population increases the births will
until the 20th century it was not formally labelled as a way of increase (+ relationship) if the birth rate remains constant and
thinking or as an approach. accounting for time to reach maturity. The double plus
relationship gives rise to a positive reinforcing loop.
As a formal methodology, systems thinking has its roots in
holism and the work of Jan C. Smuts, Holism and Evolution On the other hand, an increase in population will increase the
(Smuts, 1926), followed by the publications on General Systems number of deaths (+ relationship) but as deaths increase this
Theory by Ludwig von Bertalanffy (Bertalanffy, 1950, 1951). tends to reduce population (- relationship). This is referred to
as a balancing loop. It is also possible for two negative
This work was expanded by Jay Forester of Massachusetts relationships to form a negative reinforcing loop.
Institute of Technology (MIT) with his work on systems thinking
and systems dynamics modelling (Forrester 1961, 1969, 1973
and 1994). It is from this expanded work and platform in MIT
(Sterman 2000) that the approach for this analysis is derived.
57
Australia
3.91 3.0
*Global = 3.92 *Global = 3.22
3.91
*Global = 4.05
I am energised by
the challenge to
overcome a failure
3.11 3.73
*Global = 3.18 *Global = 3.77
58
Canada
3.84 3.29
*Global = 3.92 *Global = 3.22
3.98
*Global = 4.05
I am energised by
the challenge to
overcome a failure
3.14 3.67
*Global = 3.18 *Global = 3.77
59
China
3.65 3.16
*Global = 3.92 *Global = 3.22
3.68
*Global = 4.05
I am energised by
the challenge to
overcome a failure
3.32 3.8
*Global = 3.18 *Global = 3.77
60
Ghana
3.86 3.45
*Global = 3.92 *Global = 3.22
4.39
*Global = 4.05
I am energised by
the challenge to
overcome a failure
3.43 3.79
*Global = 3.18 *Global = 3.77
61
Hong Kong
3.72 3.18
*Global = 3.92 *Global = 3.22
3.38
*Global = 4.05
I am energised by
the challenge to
overcome a failure
3.04 3.48
*Global = 3.18 *Global = 3.77
62
India
3.93 3.4
*Global = 3.92 *Global = 3.22
4.08
*Global = 4.05
I am energised by
the challenge to
overcome a failure
3.41 3.72
*Global = 3.18 *Global = 3.77
63
Ireland
3.95 2.97
*Global = 3.92 *Global = 3.22
3.9
*Global = 4.05
I am energised by
the challenge to
overcome a failure
2.99 3.7
*Global = 3.18 *Global = 3.77
64
Kenya
4.06 3.32
*Global = 3.92 *Global = 3.22
4.41
*Global = 4.05
I am energised by
the challenge to
overcome a failure
3.51 3.85
*Global = 3.18 *Global = 3.77
65
Malaysia
3.95 3.5
*Global = 3.92 *Global = 3.22
3.92
*Global = 4.05
I am energised by
the challenge to
overcome a failure
3.15 3.68
*Global = 3.18 *Global = 3.77
66
Mauritius
3.96 3.55
*Global = 3.92 *Global = 3.22
4.26
*Global = 4.05
I am energised by
the challenge to
overcome a failure
3.23 3.68
*Global = 3.18 *Global = 3.77
67
Nigeria
3.84 3.46
*Global = 3.92 *Global = 3.22
4.42
*Global = 4.05
I am energised by
the challenge to
overcome a failure
3.49 3.95
*Global = 3.18 *Global = 3.77
68
Pakistan
3.83 3.19
*Global = 3.92 *Global = 3.22
4.15
*Global = 4.05
I am energised by
the challenge to
overcome a failure
3.13 3.64
*Global = 3.18 *Global = 3.77
69
Romania
4.13 3.0
*Global = 3.92 *Global = 3.22
3.71
*Global = 4.05
I am energised by
the challenge to
overcome a failure
2.81 3.73
*Global = 3.18 *Global = 3.77
70
Russia
4.02 3.08
*Global = 3.92 *Global = 3.22
3.64
*Global = 4.05
I am energised by
the challenge to
overcome a failure
3.11 3.74
*Global = 3.18 *Global = 3.77
71
Singapore
3.8 3.38
*Global = 3.92 *Global = 3.22
3.76
*Global = 4.05
I am energised by
the challenge to
overcome a failure
3.04 3.64
*Global = 3.18 *Global = 3.77
72
South Africa
4.14 3.33
*Global = 3.92 *Global = 3.22
4.44
*Global = 4.05
I am energised by
the challenge to
overcome a failure
3.53 3.94
*Global = 3.18 *Global = 3.77
73
Trinidad and Tobago
3.92 3.37
*Global = 3.92 *Global = 3.22
4.14
*Global = 4.05
I am energised by
the challenge to
overcome a failure
3.13 3.86
*Global = 3.18 *Global = 3.77
74
Uganda
3.93 3.39
*Global = 3.92 *Global = 3.22
4.33
*Global = 4.05
I am energised by
the challenge to
overcome a failure
3.36 3.8
*Global = 3.18 *Global = 3.77
75
United Arab Emirates
4.09 3.4
*Global = 3.92 *Global = 3.22
4.07
*Global = 4.05
I am energised by
the challenge to
overcome a failure
3.37 3.94
*Global = 3.18 *Global = 3.77
76
United Kingdom
3.94 2.97
*Global = 3.92 *Global = 3.22
3.91
*Global = 4.05
I am energised by
the challenge to
overcome a failure
2.91 3.78
*Global = 3.18 *Global = 3.77
77
Zambia
3.89 3.35
*Global = 3.92 *Global = 3.22
4.31
*Global = 4.05
I am energised by
the challenge to
overcome a failure
3.49 3.93
*Global = 3.18 *Global = 3.77
78
Zimbabwe
3.97 3.51
*Global = 3.92 *Global = 3.22
4.42
*Global = 4.05
I am energised by
the challenge to
overcome a failure
3.51 3.98
*Global = 3.18 *Global = 3.77
79
Acknowledgements
AUSTRALIA
Joseph Owolabi, ACCA Council member, is a director at
Alison Flemming is currently the general manager of Deloitte Australia, focusing on accounting structuring,
operations finance for Scentre Group (formerly Westfield deal advisory and new accounting standards. He has held
Limited). She has over 20 years’ experience in both senior roles at PwC Australia and EY. He has run numerous
finance and operational leadership roles. She is a Fellow ACCA training programmes. Joseph is a certified internal
of Chartered Accountants in Australia & New Zealand auditor and a certified information systems auditor. He has served on
whose passion is creating organisational value and ACCA’s International Assembly and Nigerian Advisory Committee.
developing people.
Kerryn Divall is an experienced finance executive who
Ash Jot helps growing businesses shape and deliver has worked for companies listed on the Australian
financial strategy. As a strong believer of systems and Securities Exchange (ASX), on Nasdaq and in the Global
processes, he ensures that finance functions are well Fortune 500, across many industry sectors including
positioned to support aggressive growth strategies. financial markets, IT, recruitment and not-for-profit. She
Ash is currently head of finance at Health One Pty Ltd, has a solid understanding of how data drives decisions
a healthcare activations company based in Sydney. for effective performance.
Brendan Sheehan, ACCA Council member, is the Lynn Morrison is an assurance partner based in Sydney
managing director of White Squires, a company and leads EY Oceania’s China Assurance Practice. Lynn
specialising in back office transformations. He has specialises in auditing and providing financial advices to
worked with business leaders across the public, private clients across a range of industries, including energy,
and government sectors in Ireland and Australia for industrial markets (building and construction, civil
nearly 25 years. He is a chair member of ACCA Australia and New engineering), and telecommunication. Lynn is a trusted professional
Zealand members’ network, and member of the International Assembly. adviser of independent audit, assurance and advisory services.
Eoin Quinlivan is an experienced finance professional Paula Kensington, FCCA, is the CFO of Bulletproof
who commenced his career in public practice and has Group Limited, an Australian cloud services provider.
undertaken senior finance and executive roles in a wide She undertook her ACCA qualification as a school leaver.
range of industries over the past 25 years. Originally from Paula has extensive experience in financial, operational
Ireland, Eoin has worked in the UK and the US prior to his and strategic management including CFO roles at Regus
move to Australia in 1994. and Rubik Financial Limited. Paula chairs the ACCA Panel
ANZ and is a member of the ACCA Council.
Gillian Mulligan, ACCA member, financial control
accountant at University of New South Wales (UNSW), Tahir Alam, PAC blockchain and digital advisory director
responsible for statutory reporting, process for strategy development is a chartered accountant with
improvements and budgeting, has over 10 years’ over 20 years’ experience in multinational organisations,
experience in the financial and not-for-profit sectors managing strategy formulation, risk management,
across Australia and Ireland. Gillian’s skills in relationship-building and finance and process simplification using technology.
stakeholder outcomes earned her an Excellence Award and election to He has assisted many businesses to grow in sub-Saharan
the ACCA Network Panel as NSW/ACT representative. Africa, Asia–Pacific and ANZ regions.
80
Emotional quotient in a digital age | Acknowledgements
Joe O’Regan provides a range of advisory services to Fan Na is a course manager at Executive Education
SME clients in a variety of industries including energy Centre in Antai College of Economics and Management,
utilities, pharmaceuticals, and technology. His main areas Shanghai Jiao Tong University. Before joining Shanghai
of focus are financial modelling, market entry, Jiao Tong University, she was an education director at the
sustainability, and procurement. He previously worked at American Education Federation.
Deloitte Consulting, PwC Consulting and in the financial
services sector. Huang Jun is a professor at the School of Accountancy
in Shanghai University of Finance and Economics. His
Joyce Evans, an ACCA Council member, is the director research area is corporate finance. He has published
of revenue and deputy treasurer for the city of Kitchener, more than 40 papers in finance and accountancy journals.
Ontario. Joyce is a chartered director (C.Dir), a former
chair of CGA-Canada’s Board of Directors and currently
serves as vice chair. She is a member of IFAC’s Jenny Gu, MBA, MA, BA, is the COO at Richemont
Professional Accountants in Business (PAIB) Committee. China, responsible for overall operational leadership and
support for Maison’s China strategy and operations.
Marlon Blake, FCCA, CPA, CGA, is the CEO at Optimal Jenny has over 24 years’ experience in multinationals and
Growth Consulting. With over 10 years’ experience, he private equity firms. Jenny’s expertise includes, finance,
provides consulting services to SME companies in Toronto. strategic planning and supply chain management. An ACCA member
His services include management consulting, tax, finance, since 1998, Jenny is the current Vice President of ACCA Council.
bookkeeping, recruitment and project management.
Marlon has an MBA from Oxford Brookes University. Matthew Wong, ACCA Council member, has over 30
years’ accountancy experience. He is a partner at PwC
Rashika Fernando is the director of Enterprise Project and leads PwC China’s financial services tax practice.
Management Office, responsible for the project portfolio He advises many firms investing in Asia, particularly
management of Scotiabank. He has held progressively China. Matthew chairs the Steering Committee of ACCA
senior roles in finance, analytics and project roles in the Central China, and has represented ACCA Central China at the
banking industry of Canada. Prior to joining Scotiabank, International Assembly. He contributes to AB Magazine, and to the
he was with CIBC and IBM. ACCA Central China expert panel.
Sharon Barnes-Simmonds is a finance and accounting Phoebe Hao Yu, MA, ACCA Council member, is the
professional with many years’ experience in both the financial controller for Shenzen Agricultural Products
‘for profit’ and ‘not-for-profit’ sectors. She is a Fellow of Limited. Previous roles were with IBM Technology Product
ACCA, also having an MBA and the Canadian CPA-CGA Company and Deloitte Touche Tohmatsu, and others.
designation. Sharon’s is director of accounting at the Phoebe has chaired the ACCA South China Steering
Toronto International Film Festival. Team, helping ACCA to establish a relationship with Chinese government
agencies, and remains a member of the ACCA China Professional Expert
Tomi Alonto, CPA, CGA, CIM, has over 30 years of Forum. She has served on the IFAC Compliance and Advisory Panel.
accounting experience, both in Canada and abroad.
As controller of GK Industries, he is described by his XU Qin, deputy director of MBA Center, Tongji
colleagues as hardworking, diligent, and a life-long learner. University, PhD in Management from Tongji University,
researches and teaches on international accounting and
financial management.
Will Pullenayegum works to promote audit quality and
investor confidence in Canada’s capital markets. He is a
senior director at the Canadian Public Accountability
Board (CPAB), managing inspections of Big Four audit HONG KONG
firms, leading the financial services inspection team and
working on publications and outreach. Alfred Wong is an experienced business valuer. He has
almost 10 years’ of professional experience in providing
William Vasiliou William Vasiliou is president of the business valuation and advisory services, as well as
Toronto Chapter of the Association of Certified Fraud financial instruments and intangible assets valuation
Examiners. He has been detecting and deterring services, in Hong Kong, mainland China and other
fraud for 40 years in the financial services industry Asia–Pacific countries.
and for the Ontario government. William is also a
Professor at Seneca College and a speaker for various Alice Yip, ACCA Council member, is an audit partner at
professional organisations. KPMG in Hong Kong, She is the lead partner for initial
public offerings and cross-border capital market
transactions. She has chaired ACCA Hong Kong,
CHINA participated in its Professional Development Sub-
Committee and contributed to the ACCA task force. Alice is a member
Dean Lee, MBA, PhD, BA, is regional CFO of Starwood of the Hong Kong Institute of Directors and the Hong Kong Retail
Hotels and Resorts in China. Previous Chinese and Management Association.
US positions include China controller, brand reporting
manager and planning director with Yum Brands. Allan Lee is the head of Family Governance Center and
Dean has served as an ACCA International Assembly master family legacy planner at Legacy Academy. Allan
member and has chaired the ACCA Shanghai Steering Committee. has over 19 years’ experience in designing, developing
He is an ACCA Council and CICPA member. His technical interests are and delivering various learning programmes. Allan is also
finance and general management. a visiting lecturer of the Institute for Entrepreneurship of
Hong Kong Polytechnic University.
81
Emotional quotient in a digital age | Acknowledgements
Arthur Lee BSc, MBA, MCG, ACCA Council member, Marco Tam started his career as an auditor in Ernst &
is the assistant president, company secretary and Young and KPMG and has held various senior finance
general manager of investor relations for CGN New positions in Avery Dennison (Fortune 500) and Intertrust
Energy Holdings. Previous roles there include controller (listed in Euronext Amsterdam). He now has a regional
and director of strategy. Arthur serves on, and previously finance role for Asia–Pacific and an operational role for
chaired, the ACCA Hong Kong Committee. He is vice chair of the Hong Kong in Intertrust.
Hong Kong Chinese Enterprises Association’s Youth Committee.
He has degrees in Information technology and corporate governance. Patrick Sung, FCCA, has over 20 years’ experience in
auditing, accounting and finance. He has been the
Brian Li has over 10 years’ banking experience, having executive director and CFO of a group listed on the main
joined HSBC as a management trainee in 2008. He has board of Hong Kong Stock Exchange. He previously
held roles in various functions across back and front worked in KPMG for over 10 years. Patrick became
offices. Brian is currently heading the innovation team Fellow of ACCA in 2003.
with major responsibility for developing new digital
propositions for business banking customers. Rocky Ying-kei Lok FCCA, MBA, gained experience in
the Big Eight followed by over 25 years’ CFO experience
Bonnie KY Chan is the financial planning and analysis in Asia’s Best Managed, Most Admired, Fortune-500,
manager of Pandora Jewelry Asia-Pacific, with over 10 Global Brand, Largest Chain Store as well as large Hong
year’s experience in financial management, business Kong-based corporations. He qualified in 1991 attaining
controlling and business strategy. Having worked across fellowship in 1996.
different multinationals from the power industry to fast
fashion to jewellery, Bonnie has demonstrated strong Rosanna Choi, a founding partner of CW CPA, a
business acumen, agility, diversity and leadership skills. public practice in Hong Kong, was one of the winners
of the 2013 Directors of the Year Award from the HK
Catherine Yu, FCCA, HKICPA, MBA, is the vice Institute of Directors. She serves on the HK government’s
president, regional controller of APAC & China for Business Facilitation Advisory Committee, and on the
Herbalife Nutrition. She previously worked in PWC as an Board of Inland Revenue. She is a member of the ACCA Council and
auditor, followed by various finance leadership roles in served on ACCA’s Global Forum for SMEs and its Hong Kong committee
major multinationals. She obtained her MBA from and has chaired both.
Manchester Business School in the UK.
Hidy Chan, MBA, chairs Hong Kong Belt & Road Limited, Anurag Jindal has built a distinguished 12-year career in
facilitating involvement with the ‘Belt and Road Initiative’. the financial services industry with Genpact, XL Catlin and
Hidy, ACCA Council member, has served on various Swiss Re. He has expertise in the reinsurance value chain
sub-committees of ACCA, co-chairing the SME Sub- of technical accounting, claims, underwriting services,
Committee. She is an honorary member of the Young finance accounting, reporting, planning and analysis.
Executives’ Committee of the Chinese General Chamber of Commerce, He nurtures strong partnerships within cross-functional teams, hiring the
and a China Committee member of the Hong Kong General Chamber right talent and continuously developing them.
of Commerce. She is an author of Step into the Era of Belt and Road.
Devanathan Mukunthan completed his ACCA
Jackie Chiu, MPhil, BSc, has over 10 years’ experience in qualification in 1997 and currently practises as an
corporate banking business relationship management. independent chartered accountant. In his career of over
He received the Top Affiliate award at the December two decades, he has worked as a senior finance
2008 session of the ACCA examination. professional in Flextronics and Pan Asia Group of Hotels.
82
Emotional quotient in a digital age | Acknowledgements
83
Emotional quotient in a digital age | Acknowledgements
Abidemi Amadi has a BSc in Biochemistry from Olabisi Ayla Majid, MBA, LLB, ACCA Council member, is CEO
Onabanjo University and MSc in Business and of CAMCO (Pvt) Limited, a capital markets and advisory
management from the University of Portsmouth, UK. company and heads the Business Advisory portfolio at
She worked as an intern in the internal audit department Khalid Majid Rehman Chartered Accountants. She has
of Pall Corporation UK which stimulated her interest in advised on investment for commercial/industrial projects
finance. Today, she is a member of ACCA. for one of Pakistan’s largest trusts, Fauji Foundation. Ayla is an elected
director on the board of ISE Real Estate Management Company and a
Nnenna Mosugu has 12 years’ experience in finance member of board of governors of the Helpcare Society, a charity. Ayla is
and accounting with proficiencies in business planning, a recent graduate of Harvard Kennedy School, completing the Global
performance management, budgeting, strategic Leadership and Public Policy for 21st Century module. In 2015, the
planning, internal controls and financial accounting. World Economic Forum honoured Ayla as a Young Global Leader.
She is the associate director for accounting control,
American University of Nigeria and the founder of GWD Consulting, Omer Zaheer Meer is a managing partner at Millennium
a company focused on growing SMEs. Law & Corporate Company (pioneer ACCA practising
firm in Pakistan). He is also the MNP chairman at ACCA
Oluwakemi Ladokun is the CFO of Abuja Leasing Pakistan Members Network Panel and the chair of the
Company. She is a highly skilled ACCA-qualified Taxation Subcommittee. He is a regular contributor to
chartered accountant with almost a decade’s experience various daily publications and research journals.
working in financial services. Her experience spans
working as an auditor with KPMG Professional Services Sabra Munir, FCCA, MSBA, CFE, is head of research
and as head of financial/external reporting at ASO Savings and Loans Plc. and development at the PAC Group of Colleges, a senior
and visiting faculty member at FAST University of Lahore,
Uloma Grace Wokocha is a principal accountant with a co-founder of a digital web directory for furnishing
over nine years’ experience in the Nigerian public sector. solutions, and finance director at www.furnishia.com. She
She is a personal finance enthusiast who believes that, has expertise in corporate governance, professional ethical skills and
just like personal ethics, personal finance is the bedrock knowledge management. She is a motivational speaker for ACCA
of corporate finance. students and affiliates.
Usman Ali Khan, FCCA, FCA, CIA, has expertise in Marta Rejman, MBA, ACCA Council member, is the
strategy, financial and tax planning, internal controls, head of Shared Services Centre for Publicis Groupe.
system automation and governance, as well as risk She is responsible for finance, HR, Legal and IT services
management, internal audit and compliance in the provided to CEE, Baltic and Nordic regions. Marta spent
banking industry, where he has held various senior six years as the director of the European Finance Centre,
management positions, the last being chief anti money building the JLL Shared Services Operation for the EMEA region.
laundering officer. Previously, she was CFO and deputy director of finance and
administration at ING Lease, both in Poland and Germany. Marta has
served on the IFAC board and on its Audit and Finance & Planning
Committees. She served on ACCA’s first Poland committee in 2006 and
on the International Assembly.
84
Emotional quotient in a digital age | Acknowledgements
QATAR
Michael Lim, CFO of the main board of listed PACC
Lorraine Holleway is deputy controller and head of Offshore Services Holdings Limited (POSH), has over 20
financial reporting at Qatar Shell. Lorraine started her years’ experience in finance, having held senior finance
career in manufacturing but has worked mostly in the positions in various corporate and government entities.
oil and gas industry. She has held various roles at Shell, Michael is a member of the Institute of Chartered
including group reporting business analyst and finance Accountants of Singapore.
learning manager in the Netherlands. Lorraine is an ACCA Council
member and chairs ACCA’s Global Forum for Corporate Reporting. Rishi Mehra is the regional controller for Aon, Asia-
She specialises in accounting policies, financial reporting and Pacific, having held finance leadership roles in Singapore
process improvement. and India. Previously he worked with PwC and PepsiCo.
Rishi has expertise in all areas of finance, including
controllership, business planning (strategic and
SINGAPORE operational), restructuring, FP&A, management reporting, efficiency and
automation, process re-engineering, systems implementation, and
Amos Ng, FCA, FCCA, is the senior vice president mergers and acquisitions.
(finance and administration) and chief financial officer of
Straco Corporation Limited, a group that owns and Ryan Piper is responsible for driving strategic growth,
manages premier tourist attractions in China and collaboration and quality across the Baker Tilly member
Singapore. He has previously served as chairman of firms in Asia–Pacific. He works with regional and global
ACCA Singapore Network Panel and is currently active in the advocacy partners in the Baker Tilly International (BTI) network,
movement and mentoring in the profession. ensuring an excellent client experience, and that BTI’s
people have the best platform available for personal and
Anselm Tan, FCCA, head of corporate venturing, Philips professional growth.
ASEAN Pacific, is responsible for a unit that invests in
promising technology start-up companies, and works in Steven Reid is CFO for HSBC Singapore, and has
partnership with the government and other institutions, worked for HSBC in a number of geographic regions
to deliver innovative solutions and drive change and including Latin America, North America, Middle East, the
improvement in the healthcare system. UK and Asia. He is a member of CAANZ.
85
Emotional quotient in a digital age | Acknowledgements
UK
Robert Stenhouse, director of national accounting and
Beccy Huntley, Severn Trent Water, took two degrees in audit at Deloitte in the UK, has responsibilities for audit
psychology before studying for ACCA via distance methodology and content, and liaising with the UK’s
learning. She has moved into increasingly challenging standard setter and audit regulators. He is the UK
roles at Severn Trent, a dynamic, fast-paced and member of Deloitte’s Audit Technical Advisory Board,
challenging company where there is a high level of developing audit policy and methodology for the Deloitte network
personal autonomy. globally. Robert’s career spans over 25 years. He is Deputy president of
ACCA Council, chair of ACCA’s Audit Committee and former chair and
Efua Okupe, Anglia Ruskin University, obtained a degree current member of the ACCA Audit & Assurance Global Forum.
in economics before taking the ACCA qualification.
As finance manager for the University of Westminster, Sarah Laceby, Morgan Stanley, achieved the highest
Efua managed 12 staff across the accounts payable and global mark for the F5 exam in December 2011. She
credit control teams. works within a management reporting team providing
management information on profit before tax and
John Cullen, ACCA Council member, is a partner at expenses on a weekly, monthly and quarterly basis. She
Menzies, where he heads up the corporate recovery and aims to continue within management reporting, helping the business to
insolvency department in Cardiff, working with SMEs in adapt to the changing environment and make key decisions.
South Wales and the South West of England. A licensed
insolvency practitioner, he chaired the working groups Sharon Critchlow, ACCA Council member and director
that developed Statements of Insolvency Practice 2 and 3 and is working of Newgrange Developments Limited, is a non-executive
on 8, 10 and 12. He is assisting the European Commission in designing director and consultant with experience in public practice
its new insolvency regulations for 2017. and as a shareholding director leading a financial services
company. Sharon has served ACCA members in the
Liz Blackburn, ACCA Council member, is finance Bristol and Cheltenham region for 10 years, including three years as the
controls relationship manager at the Royal Bank of regional president. She was awarded the UK Member Contribution
Scotland (RBS) in Edinburgh, with a variety of risk Award in 2012 and the UK Outstanding Contribution Award in 2013.
management responsibilities across the RBS Finance Sharon is a chartered member of the Chartered Institute of Securities
community. Liz gained previous experience at AEGON and Investments and a chartered Financial Planner with the Chartered
Asset Management (now Kames Capital), Standard Life Investments, Insurance Institute.
PwC and EY. Before being elected to Council Liz chaired both the
Financial Services Member Network Panel and the Edinburgh & East of Susan Allan, ACCA Council member, is finance director
Scotland equivalent. She was awarded ACCA UK Advocate of the Year for Willerby Holiday Homes. Previously, she was head of
2016 in recognition of her ‘contribution made to promote the profession finance at DFS, where she led the commercial business
and to actively inspire the accountants of tomorrow’. Liz is an ex officio partnering team and helped float the company on the
member of the ACCA Scotland Committee. UK stock exchange. In 2010, she joined ACCA’s Hull
members’ panel and later joined the International Assembly. Susan’s
Mark Millar, ACCA Council member, CEO St Elizabeth expertise includes strategic planning, performance improvement,
Hospice, Ipswich and a non-executive director of change management and people development.
Papworth Hospital NHS Foundation Trust, has held
various finance roles in the NHS and has been chief Tendai Munjayi took part in the Leaders of Tomorrow
executive of a number of different NHS and public programme in 2013. He works at JP Morgan, and has
bodies. Mark has long been involved with ACCA’s UK Health Panel and been with the organisation for over 10 years, having
served on the International Assembly for two terms. worked his way up from an analyst position to a vice
president role today.
Matilda Crossman, ACCA Council member, is an
executive director of the ExP Group, a UK-based US
education technology organisation delivering online
professional qualifications courses on three continents.
Kenneth Henry, PhD, ACCA Council member, is
Matilda has worked in education and training for much of
associate professor of accounting at Florida International
her career. Earlier, she worked for PwC and Deloitte. Matilda is a
University in Miami, Florida, USA. He worked for PwC in
member of the Chartered Institute of Marketing and the Romanian
Jamaica, in Miami, Florida and in Miami-Dade County. He
Chamber of Auditors.
has also worked for the US Department of the Treasury as
a consultant to the Saudi Arabia government. Kenneth is active in several
Melanie Proffitt, MBA, ACCA Council member, has professional organisations, including the Information Systems Audit and
experience spanning a range of industries. She jointly Control Association, the Institute of Internal Auditors, the Association of
runs Proffitt Consultants Ltd, specialising in process Government Auditors, and the American Accounting Association.
improvement and change management. Previous roles
were with Chesapeake Packaging and Spire Healthcare.
Siobhan Pandya, ACCA Council member, is director of
She holds a postgraduate diploma in sales and marketing from the
continuous improvement at Mary Kay, a cosmetics direct
Chartered Institute of Marketing and is a governor at South
seller in nearly 40 markets worldwide. Previously, Siobhan
Leicestershire College. Melanie has served on ACCA’s Leicestershire
worked with Shell Oil for 17 years. She has extensive
network panel including as its president.
experience in key business and finance areas, including
operational excellence, customer service, finance, value growth and
business assurance. Siobhan helped Shell gain Globally Approved
Employer status. She acts as the special task force lead for the ACCA US
network and the chapter head for Dallas, and previously chaired the US
Members’ Network and been a member of the International Assembly.
86
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