…have ‘wider and deeper’ client conversations. Great advisers are curious to learn, to contextualise, to see the world as their clients see it. This means going into key business (and…
…growth targets underpinned by a firm wide BD strategy In an ideal world, every organisation would have a clear vision for the firm (the WHY) which is underpinned by interlocking…
…way of the world. We interviewed a finance director from a large plc and the subject of working capital and cash flow management cropped up. Sitting on the other side…
…need ongoing support to navigate our changing world. Our leadership programme provides the practical tools that future managers can use to develop confidence, grow their commercial awareness, and build a…
…understand businesses and their environments, and be comfortable having conversations across a wider range of challenges. Personal lawyers will need to better understand the ‘world’ according to the individual. And…
…the data from surveys to see where improvement can be made – this isn’t about being the best business in the world, but is about making improvements that will help…
…world from their point of view. Be one of the pride (not the prey!). Appreciate your value and start by re-writing your CV using ROI to highlight your achievements in…
…professional services firms are needing high quality advice, support and …yes opinions. The world is becoming more complex and faster. Traditional markets, practices and processes are being constantly disrupted. Clients…
…developing world. It needs a flexible process and a lot of hard thinking work! 3-2-1, back to this meeting. In order to build high performing teams, the first area we…
A programme for newly promoted partners to enhance performance and accelerate effective management of remote teams, ability to build a portfolio and negotiate well with clients.
A client had a range of very skilled fee earners delivering top quality work to their clients. However, while their reputation was growing and fee income was rising, the firm itself was finding cash and lock-up increasingly tough to manage.
A medium sized accounting firm was achieving solid results but wanted to develop a more client centric culture to drive improved client service and greater fee opportunities.
A well-known accounting firm challenged its people to deliver an ambitious growth target over five years.
A top 50 law firm wanted to invest in their leaders of the future, to help drive the firm’s ambitious growth plans. Having grown both organically and by acquisitions it was also a great opportunity to consolidate the expectations to gain a consistent calibre of associates and partners.
We worked with the a medium sized accounting firm to create an effective approach which would not only deliver their desired outcomes but also help to motivate, improve engagement and break down some of the silos prevalent in the firm.
