An entrepreneurial allure

When I describe my allure with wine some are surprised that it has little to do with…. wine.

Don’t get me wrong living with my aunt during my first coop work terms at PwC did mandate an acquired taste. Over the years wine has become my drink of choice and I am content with a glass of wine, music and either amazing people or an amazing read. Those are my moments that I truly relax (sometimes wine is substituted with coffee or other though).

But my love of wine touring and my investment in the Okanagan is actually not about the beverage at all.

It is first and foremost the entrepreneurial spirit of wine that makes me want to experience the passion of the industry.

Second is the value chain and how the emphasis of each part differs by winery and even by lifecycle.

Having bought in the Okanagan over ten years ago and visiting even longer I’ve loved to see the evaluation.

I love the wineries that still have the mom & pop feel, the family dog that entertains my boys, the founder who tells his story…. I think this is what originally made me fall in love with the Okanagan and re-experiencing this has Oregon on the top of my bucket list.

But I’m a sucker for sophistication, for top-end restaurants and facilities that transport you into a new world and feel foreign with their upscale attributes.

I love to hear the farmer tell his story – of the vines and the weather and the fires and the impacts on the taste. I grew up as a (reluctant) farmer’s daughter and I spent some of my career focused on agriculture. I recognize nothing is as Canadian as farming and growing. Nothing is more western Canadian than the pride in the land.

I love to hear about the marketing, the branding, the naming, the labels. I took all of my marketing classes in undergrad but the allure of steady employment made me choose accounting as a specialty. I still love to learn about the creative side of business though & envy those that can make a go of it.

From farmer’s field to branded bottle is many other interesting parts of the business that can be felt and understood when you visit a wine room, see the vineyards, enjoy a terrace lunch and watch your sons play bocce ball or run the grassy landscapes. You can sense that motivated farmer and you can learn about the entrepreneurial dreams. That is a vibe that is hard to match.

During my pregnancies I enjoyed the visits as much without a single taste. Every single vacation destination on my bucket list is matched to the top ten wine countries of the world. My dent is slow – owning in the Okanagan, many trips to Nigeria, a trip to California and the upcoming chance of a lifetime to see Italy. There are many years & opportunities to see more & I have no doubt that each will differ and teach and excite in different ways.

Many other industries are as exciting. A quick long weekend trip to B.C. prompted me to capture the allure of entrepreneurial spirit in wine country & to wonder if others might have the same perspective?

Conflict of a generalist vs specialist with the polymath coming out on top

Original LinkedIn post: www.linkedin.com/feed/update/urn:li:activity:6393969912259448832

A favourite topic – generalist vs specialist

This article discusses what I think the best business advisors know to be true: “To meet these challenges, specialist expertise is often necessary but certainly not sufficient.”

It also raises important points that relate to how we educate and train others. Another article I read noted wisely “young Leonardo Da Vinci was frustrated that he was born in a period where everything worth being discovered had already been discovered. …..it’s just as (un)true today. Almost ALL of the potential discovery that humanity will do is in the future.”

Two fantastic reads that explore this:

https://lnkd.in/gYtHgZf

https://lnkd.in/gz_PSbJ

Leases IFRS 16

www.linkedin.com/feed/update/urn:li:activity:6402855352488071168

Well into Q2 and my finance trend prediction appears to be on point.

Where am I surprised? I am surprised at the number of entities that are still in planning and scoping stages. I am also surprised at how many have not moved the projects past the triage and contract collection stage.

What should Finance Leaders be doing? Ensure you have an advisor, an internal expert or a contractor that is dedicated. Ensure that your dedicated professional has the support and resources to be successful. In most cases this will be a team effort and the best practices seem to include a combination of all three – complex technical accounting expert(s), a dedicated expert within the organization and support from internal team members, firms and temporary employees. Don’t forget to round that team out with professionals that have a strong understanding of process and technology. Ideally your dedicated professional is an accounting polymath that sees the impact on the organization and can design a go-forward process with scalable technology and strong technical accounting foundation.

The standard is pervasive and there is a lot of opportunity.

Bias for action

“Bias for action” might be a new saying to hold on to!

“The most productive people start quickly, and they never wait to be told to begin.”

I’ve said more than once to team members that if I follow up I feel I’m doing their job too and one of the easiest ways to impress is to get things done before it comes to that or to at least give an update and have made some progress.

Initiative is the one trait on this list that you don’t have to learn or develop with experience- you can have it on day one and use it on day one. Start there? And over time leverage your experience to develop the other six skills. We are all a work in progress.

https://hbr.org/2018/04/7-traits-of-super-productive-people

Replaced or upskill with creativity?

www.linkedin.com/feed/update/urn:li:activity:6402007669972049920

Does your team get excited about increased productivity and the chance to upskill?

Or is there more a fear of lost jobs & another implementation failure, among other angers and anxieties?

As leaders we know the feelings are real and will impact the success of the path we take so we need to address with our teams.

With an optimistic spin this article discusses studies I’ve come across before, including the one that brings out feelings in my network: “accountants have a 95% chance of losing their jobs to automation in the future.”

https://lnkd.in/gx67gTz

Similar post/article from last month: https://www.linkedin.com/feed/update/urn:li:activity:6392236367279198208

95% of accountants to lose jobs to Automation in future?

We could dispute what is defined as the future or even how they define an accountant. We could challenge this and find it to be quite aggressive. But even if the actual number is closer to a third of that and it happens over 5-10 years wouldn’t it be fair to call that 30% fairly disruptive?

I think we can each be a Finance Leader that disrupts ourself and starts the change management while leveraging the opportunity or we can resist, push back and keep maintaining the status quo.

Which are you?

https://amp-fastcompany-com.cdn.ampproject.org/c/s/amp.fastcompany.com/3067279/you-didnt-see-this-coming-10-jobs-that-will-be-replaced-by-robots