ACCA Threats Identified

An official ACCA Strategy document seen by AABA identifies a number of threats (see below).

The document seems to be produced by some novices with little or no understanding of how organisations operate, compete, die or whither. It does not  evaluate the current policies, value for money, decline in the number of new members from the UK, the calibre of management, poor leadership,  imperialism in former British colonies, poor facilities for members and many many other things which are dissuading UK graduates from joining ACCA. The policies of the current management are the biggest threat to the future of the ACCA, but they they don't even get a mention.  There is no indication of any methodology that enables ACCA management to identify any threats (or strengths and weaknesses for that matter).


a.    competition from other bodies which also increasingly have focused strategic plans (ICAEW, CIMA, AIA, ASCPA. CGAA).

b.    competition from commercial providers which provide internet-based services and support through "on-line communities" catering for all finance professionals.

c.    continuing competition from CIMA in the UK  corporate sector.

d.    ICAEW's new syllabus plans focusing on business; ICAS's plans to attract non-graduates and make greater use of distance learning.

e.    the plans of the G10 for a global business qualification and a global accountancy qualification.

f.    the possibility of losing markets.

g.    diminishing control over regulation, discipline and standard setting as these are increasingly overseen by independent and international authorities.

h.    audit deregulation leading to a decline in the status and number of smaller practitioners, a reduction in training opportunities in smaller firms, ultimately, a possible threat to ACCA's statutory recognitions.

i.    ICAEW and ICAI offering membership to ACCA's practising members, thereby posing a threat to ACCA's statutory recognitions.

j.    relatively few (700) ACCA practitioners training Certified Accountants so too great a reliance on Chartered firms which could withdraw support at any time.

k.    the need to protect its position in a large number of areas simultaneously:

            -regulated areas, in relation to ICA's, FSA and insolvency organisations.

            -outside the UK, in relation to national professions and other professional bodies.

            -in the public sector, in relation to CIPFA and CIMA


            -in industry and commerce, in relation to CIMA and MBAs

l.       possible infrastructure implications of large scale student recruitment (India, Pakistan, China, technician qualification)

m.    some national bodies' determination to block ACCA's development.

n.    danger of 'devolution' being misunderstood as synonymous with 'federalism'.

o.    the generally fast moving environment and the need to anticipate and react quickly to events.

p.    the possibility of government and regulators taking seriously the agenda of the so-called dissident members.