Thursday 31 October 2013

Should all accountants have an accounting degree?

Tweets from this week’s Audit Quality Forum meeting revealed that Professor Peter Pope, now at LSE, had asserted that all accountants should have degrees in accounting. This caused both amusement and derision among those tweeting, professionally qualified accountants with degrees in a range of humanities and arts subjects. The tweets don’t record how Peter supported this assertion. With a degree in economics and accounting and extensive experience of delivering, examining, reviewing and developing accounting degree programmes since 1985, I have what might be considered a fairly well-informed view on the topic.

It would be foolish to prescribe that all accountants should have a degree in accounting without considering the content of accounting degrees and their relationship to professional training. There is much to be said for ensuring that the profession benefits from the broad range of experience and views that results from welcoming trainees from many other disciplinary areas. Employing firms have been known to complain that trainees with accounting degrees can present problems: these young people begin their employment knowing a bit about the area and this may lead to over-confidence. Someone with a degree in French or geography may be more malleable initially.

A more fundamental question is: what is the purpose of an accounting degree? - a particularly pertinent  question in these days of increasing university fees, Higher Apprenticeships and attempts to widen access routes to the profession. In theory, there is little point in a strongly technically based accounting degree programme.  In general, university lecturers, if they have a professional qualification at all, will, with the best will in the world, be somewhat out of touch with practice. Subsequent professional training is far more important in providing understanding of up-to-date approaches to the "how" of accounting.


What an accounting degree can provide is an introduction to the "why" of accounting. All accountants should have a good grasp of the role of their profession in society, they should take pride in the history of the profession, the huge contribution of accounting to economic growth. An understanding of this heritage is essential for the future development of the profession.  And, at a time when the profession faces considerable criticism, the accountants of the future should appreciate the immense power that the accountancy can exercise for good. There is little scope within professional training to develop critical thinking about these big issues. Accounting programmes could provide the space and support for this complementary study, not necessarily in the form of a traditional 3 year undergraduate degree.

However, I know from experience that making even a small shift towards emphasising the “why” of accounting is really difficult. Students choosing accounting degrees often seem to believe that numeracy is the most important requirement. This impression can be confirmed by a curriculum which emphasises technique and in assessment does not weight interpretation of numbers more heavily than calculations. They are likely to be more comfortable with  calculation and may be resistant to studying the history and sociology of accounting. Lecturers who have not studied these areas themselves may feel that they are having to work outside their own comfort zone.

Accreditation of accounting degrees by professional bodies is viewed as a useful marketing tool: the assumption is that students wishing to train as accountants seek degree programmes which will exempt them from some professional examinations. This aligns the curriculum to those examinations and reduces the space for studying the “why” of accounting.

There can be very few currently practising accountants who remember a time before accounting standards existed. (In a laudable initiative, ICAEW have harnessed the historical skills of Professor Steve Zeff and produced a record of that distant time: 


Accounting standards were established to address the problem of trust in the profession. That problem has not gone away but standards have proliferated to the extent that financial reporting has become increasingly complex.  How can tomorrow’s accountants visualise a new solution if their training has not included some study of the history of the problem and some tools with which to critique the status quo?  This is what broadly based accounting degrees can  - and should – offer.





Sunday 20 October 2013

Board gender diversity: some thoughts

Having flu means I have just enough energy to read Tweets, anything longer requires too much concentration. And having a befuddled brain is not conducive to clear articulation of ideas but it's time I wrote something about board gender diversity, as well as collecting material for the literature review I have been planning for more than a year and harrumphing about what I see as misleading tweets about the issue. Here are some thoughts.

The debate, if it can be called that, about board gender diversity is now focusing on how to get more women on boards, not why this should be a sensible objective.The Davies review asserted that the business case was proven: women on boards improve corporate performance. But the evidence is very mixed. The authors of academic studies which identify a correlation between board gender diversity and various measures of performance are generally careful to note the limitations of their studies: correlation is not causation and the study may relate to a very specific context and not be generalisable. Media reporting of such studies often ignores such caveats. Policy makers and regulators are also prone to reviewing evidence selectively: Davies did not present a thorough review of the available research, possibly because it is scattered through various disciplines.

But why are the other arguments for increasing board diversity (in all forms) not widely discussed? There are undoubtedly good social and moral arguments to be made. US legal scholars have highlighted this: see for example the paper by Lisa Fairfax at http://www.nclawreview.org/documents/89/3/fairfax.pdf

Whether consciously or unconsciously, those who are pushing for change have chosen to present only the business case: is this because they see this as the best way to influence men, using the type of discourse with which they think men are most comfortable? It doesn't seem to be working too well.

The political aspects of the debate may be obscured by this focus on the business case. Viviane Reding and Angela Merkel, for example, are astute politicians who happen to be women: the board diversity issue provides them with a convenient platform. (I wonder how Margaret Thatcher would have positioned herself on this issue? Perhaps more interestingly, why wasn't it an issue in her day?) The issue also fuels the political ambitions of those who purport to be supporting male interests in the face of feminism.

One important effect of the Cadbury Code was to begin to make prescriptions for board composition acceptable. The consequences of this are still playing out. Although there was some initial resistance, board structures in large public companies have changed significantly over the last twenty years out (it's worth noting that current board structures are looking remarkably like the two tier boards that Cadbury critics were so afraid of, but that's a story for another blog) and the role of the independent non-executive director has become firmly embedded in the corporate governance architecture. But the notion of independence in this context is very problematic. Independence of connection which can be objectively demonstrated is a poor proxy for independence of mind which is the real goal. And the jury is still out on whether an independent board is always a good thing: see, for example, Bhagat and Black's study at http://papers.ssrn.com/sol3/papers.cfm?abstract_id=133808

The gender diversity of a board is very easy to measure. But conflicting evidence is emerging as to whether gender diverse boards do result in all the benefits claimed for them. Does diversity of board composition promote diversity of thinking? It's easy to trot out mantras like "One is a token, two is a presence, three is a voice" but we are short of evidence as to how that voice influences board behaviour.

Is it cynical to sense an implicit expectation that boards need "good" women to restrain "bad" men, with gender providing some sort of innate distancing, just as independence is expected to assist NEDs in monitoring executives. In 1993, John Corrin, then chief executive of Allied Textiles, compared the  Cadbury Committee's report to "… a script for a ‘soap’ where the non-executive director is cast as saint, the auditor is a tarnished guardian angel, and the executive director is a villain."
 (Corrin, J. (1993) ‘A Blatant Slur on Executive Directors’ Integrity.’ Accountancy, April, 81)

However much people try to focus on the apparently objective business case, diversity remains a much more emotive subject than independence.




The headline "Diversity is the key to superior performance" is completely misleading: the article has interesting things to say about other aspects of boards. But my goodness - nine children! Did she have to mention that? To my mind, it undermines the whole tenor of the discussion.