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.
How to prevent heir defection? Parents, heirs, and advisors are stuck in two underlying games: Stag Hunt and Prisoner's Dilemma. This second article in a 3-part series offers a way out. Advisors can i...
Unpacking the real reasons why old advisory models fail with next-gen clients and AUM preservation.
Unless one of the "prisoners" decides to go first in the direction of collaboration, both parties are destined to lose.
Beyond the Trusted Advisor there are three other successful client-vendor relationships that can be profitable and attractive for different buyer types.
Professional engagement impacts client satisfaction which leads to better financial performance of the firm. Because engagement doesn’t magically appear out of thin air, the right conditions ought t...
One simple managerial intervention may drastically boost productivity of your firm’s professionals.
The famous expert on organizing may teach us a thing or two about making our offerings complete.
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...