Notable quotes about accounting
Accounting is not merely compliance or “dry and boring” paperwork; it is the language through which economic reality is translated into decisions, incentives, and valuation—from the discipline of double-entry bookkeeping and the non-negotiable logic that debits must equal credits, to the practical demand that leaders “know the numbers—cold.” The voices assembled here treat accounting as an information system that aggregates facts for decision-making, a measurement regime that predictably shapes behavior, and the starting point—though only a crude approximation—for business valuation and the idea of capital itself. They also underscore that financial information must be communicated not only to investors and lenders but to employees, and that competence in quantitative thinking supports judgment in the ambiguous, qualitative terrain where real financial choices are made. Above all, these quotes confront the stakes of integrity: transparency can reveal volatility rather than create it, but when accounting is bent toward appearance, gimmickry, or “creative” fraud, public trust in corporate records is jeopardized—and with it, confidence in markets and institutions.
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Accounting as the language of business
Double-entry bookkeeping… is one of the finest inventions of the human mind, and every prudent master of a house should introduce it into his economy.[1]
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Accounting is the preparation and generation of information and the aggregation of that information in a way that’s useful in decision-making.[2]
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If you’re interested in business, I definitely think you ought to learn all the accounting you can by the time you’re in your early 20s. Accounting is the language of business.[3]
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People are accustomed to thinking of accounting as dry and boring, a necessary evil used primarily to prepare financial reports and survive audits, but that is because accounting is something that has become taken for granted.[4]
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I have no use for bodyguards, but I have very specific use for two highly trained certified public accountants.[5]
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We think a lot about how to communicate financial information to our investors and lenders… We should think more about how we communicate it to our employees so that they understand it.[6]
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To be good at your business, you have to know the numbers—cold.[7]
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It’s wild that we are not teaching all of our middle schoolers and high schoolers how to manage household finance, understanding things like credit and interest and risk… You need to go in recognizing the house always wins on average… We must learn to speak the language of business.[8]
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Obviously, you have to know accounting. It’s the language of practical business life. It was a very useful thing to deliver to civilization… double-entry bookkeeping was a hell of an invention… although accounting is the starting place, it’s only a crude approximation.[9]
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The books cannot be closed unless the debits equal the credits; when the debit and credit have been separately summed, the two sums shall be equal.[10]
— {{safesubst:#invoke:Separated entries|comma}}
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Measurement, incentives, and valuation
The word accounting comes from the word accountability. If you are going to be rich, you need to be accountable for your money.[11]
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Tell me how you will measure me, and I will tell you how I behave. If you measure me in an illogical way… do not complain about illogical behavior.[12]
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Capital isn’t this pile of money sitting somewhere; it’s an accounting construct.[13]
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Managers and investors must recognize that accounting numbers are the beginning, not the end, of business valuation.[14]
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Companies run by engineers don’t make money, but companies run by accountants don’t make anything at all.[15]
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You have to understand accounting and you have to understand the nuances of accounting. It’s the language of business and it’s an imperfect language, but unless you are willing to put in the effort to learn accounting – how to read and interpret financial statements – you really shouldn’t select stocks yourself.[16]
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Carl Braun did not know how to read a profit-and-loss statement or a balance sheet to save his life. He would say, ‘Our standard accounting method is asinine. We’re building oil refineries, for God’s sake. Accounting costs for all our corrosion costs as if they were an ordinary cost like office supplies. That’s crazy. We must integrate corrosion costs right into the balance sheet.’[17]
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To be successful, you should concentrate on the world of companies, not arcane accounting mathematics.[18]
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Risk, volatility, and managerial judgment
Accounting does not make corporate earnings or balance sheets more volatile. Accounting just increases the transparency of volatility in earnings.[19]
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Proper accounting is like engineering. You need a margin of safety. Thank God we don’t design bridges and airplanes the way we do accounting.[20]
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It has been my experience that competency in mathematics, both in numerical manipulation and in understanding its conceptual foundations, enhances a person’s ability to handle the more ambiguous and qualitative relationships that dominate our day-to-day financial decision-making.[21]
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I thought I could start over, you see. But now I know you can never start over. Not really. You think you have control, but you are like a fly in somebody else's web. Sometimes I think that's why I like accounting. All day, you are only dealing with numbers. You add them, multiply them, and if you are careful, you will always have a solution. There's a sequence there. An order. With numbers, you can have control.[22]
— {{safesubst:#invoke:Separated entries|comma}}
Life is like accounting, everything must be balanced.[23]
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Managers thinking about accounting issues should never forget one of Abraham Lincoln's favorite riddles: How many legs does a dog have, if you call a tail a leg? The answer: Four, because calling a tail a leg doesn't make it a leg.[24]
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Integrity, transparency, and public trust
We must not let pressures to satisfy Wall Street expectations or unrealistic demands to deliver a certain quarterly earnings result lead us to compromise the quality of our accounting and financial reporting. We must adhere to the highest quality standards.[25]
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In the long run, management stressing accounting appearance over economic substance usually achieves little of either.[26]
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When any cunning man keeps two books, one with honest entries and the other with false, he hides the truth, and you cannot rely on it; therefore be careful to keep your books with truth and integrity.[27]
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When accounting practices are defined more by gimmickry than by their representation of underlying business conditions, public trust is jeopardized.[28]
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Creative accounting is an absolute curse to a civilization. One could argue that double-entry bookkeeping was one of history’s great advances. Using accounting for fraud and folly is a disgrace. In a democracy, it often takes a scandal to trigger reform. Enron was the most obvious example of a business culture gone wrong in a long, long time.[29]
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Never call an accountant a credit to his profession; a good accountant is a debit to his profession.[30]
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We must guard the integrity of the process. In doing so we will strengthen investor confidence, achieve a higher quality of financial reporting and serve the best interests of our Nation.[31]
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I think Enron is the first shoe to drop. There’s a kind of Gresham’s law, where bad conduct drives out good conduct.[32]
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In insurance, as elsewhere, the reaction of weak managements to weak operations is often weak accounting.[33]
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No CEO examining books today understands what the hell is going on… Accounting has steadily degraded over the past 30 years, and accounting firms have sold out time after time.[34]
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Creativity is great but not in accounting.[35]
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I would argue that a majority of the horrors we face would not have happened if the accounting profession developed and enforced better accounting.[36]
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References
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