In our experience most professional services firms are capable of doing great work for their clients. It isn't the inability or lack of the desire to do better work for better clients while being paid more. It is the quality of business decisions made that has most impact on outcomes.
Sixty five percent of top-level managers believe their decisions became more complex. Less than half believe they are timely. And 60% percent think that half of the time is being constantly wasted.
In these articles we explore ways of managing your Professional services practice better than an average firm.
In a professional service firm, every staff member, professional, and partner operate in a nested relational structure. The overall performance of an individual relies on its proper position at each i...
The biggest problem you currently have at your firm is the one you aren’t aware of. Like a mold behind a drywall, it’s invisible to you but every inhabitant (employee) is exposed to its noxious fu...
The ongoing talent pipeline crisis in the accounting profession isn't the first one. We've faced comparable challenges two decades ago, and know which levers to pull to make it better at the level of...
Often we lower the bar after failing at a challenge. This has a negative impact on morale which affects financial performance. We fail to notice that the bar hadn't had to be lowered. With a different...
Differentiation helps clients to distinguish companies within the same category. A zebra with yellow & purple stripes would definitely stand out from the rest of the herd. So why aren’t there a bunc...
Decision makers tend to view the means associated with the attainment of business objectives as either costs or investments. The assignment to either of these two buckets occurs almost instantly. The ...