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El. knyga: New Professional Service Firm: How Consultants, Accountants, and Lawyers Need to Reinvent Themselves

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  • Formatas: EPUB+DRM
  • Serija: Business Guides on the Go
  • Išleidimo metai: 27-Oct-2022
  • Leidėjas: Springer International Publishing AG
  • Kalba: eng
  • ISBN-13: 9783031061349
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New Professional Service Firm: How Consultants, Accountants, and Lawyers Need to Reinvent ThemselvesDidesnis paveikslėlis
  • Formatas: EPUB+DRM
  • Serija: Business Guides on the Go
  • Išleidimo metai: 27-Oct-2022
  • Leidėjas: Springer International Publishing AG
  • Kalba: eng
  • ISBN-13: 9783031061349
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The authors of this book alert that professional services like law, accountancy, and consultancy firms are set to face major disruption. The most important driver and enabler are the new technologies that help and in part substitute the work done by professionals. The second important disruptor is the new generation of professionals NewGen who are less interested in building their careers in a hierarchical organization and more interested in entrepreneurial challenges in small teams, with more rapid returns. In the meanwhile, major service conglomerates the big four accounting firms, the big three consulting firms to name a few examples build their network using their brand and substantial resources. All along, the relentless pressure from clients to receive more services at lower cost continues. Medium-sized professional firms as well as one-person independents appear to suffer most from these disruptions and are most anxious to find new ways to conduct their business. But the leaders of large firms also feel that they are increasingly unable to support the innovative entrepreneurship of their most promising professionals while their organizations institutionalize and their overheads continue to grow.





This book proposes a new orientation and model of a professional service firm as an answer to these challenges, by creating a Professional Service Community. It is a synergistic team of organizations that share a vision of their role in society and main lines of their mission as well as the quality of their deliverables and their key clients. At the same time, they are independent in designing their internal business models like recruitment, training, knowledge management, and economics. The Professional Service Community provides a unique and highly attractive level of entrepreneurship, flexibility, and efficiency to the benefit of its clients, partners, staff, and other stakeholders. It is the way of the future.
1 Disruption Is On the Way
1(34)
1.1 We Cannot Go On Like This
1(13)
1.1.1 Accountants Diversify as Auditing Declines
3(2)
1.1.2 Lawyers Automate as They Specialize
5(4)
1.1.3 Consultants Threaten to Lose Focus
9(5)
1.2 The Four Major Disruptions of Our Professional Existence
14(16)
1.2.1 Technology Disrupts
14(4)
1.2.2 New Generations: A Different Breed of Professional
18(1)
1.2.3 What Do the New Generations Want?
19(5)
1.2.4 Critical Clients Find New Solutions
24(1)
1.2.5 Surviving Complexity
25(5)
1.3 Current Strategies Will Not Help
30(5)
References
31(4)
2 Understanding How Professionals Work: Building Blocks for the Future
35(30)
2.1 Understanding Our Business Model
35(1)
2.2 Services: What We Deliver
36(5)
2.2.1 External Perspective
37(2)
2.2.2 Creativity
39(1)
2.2.3 Leadership: Ad Interim
39(1)
2.2.4 Connections and Network
40(1)
2.2.5 Coach and Trusted Advice
41(1)
2.3 Three Ways to Deliver Professional Work
41(2)
2.4 Compensation: How Professionals Are Paid
43(2)
2.5 What Is Our Business Model?
45(2)
2.6 How We Work Today: Our Archetypes and Their Limitations
47(8)
2.6.1 Our Gentlemen's Club
47(3)
2.6.2 The Professional Corporation
50(3)
2.6.3 The Flexfirm
53(2)
2.7 Today's Archetypes Are Not Sustainable
55(10)
2.7.1 Which Model Is the Most Forward-Looking?
57(4)
References
61(4)
3 Profiting from Disruption
65(20)
3.1 Introducing Case Studies on Business Communities
65(1)
3.2 Two Expert Communities: Cambridge Technology and Merlin
66(2)
3.3 Flexible Consulting and Law: Eden McCallum and the Montage Legal Group
68(5)
3.3.1 Flexible Job: With Quality Results!
71(2)
3.4 Computer-Based Professional Services: Rocket Lawyer
73(2)
3.5 A Community of Software Firms: BSO/Bureau for Software Development
75(2)
3.6 The Berkeley Research Group: A Professional Community with a Wide Range of Services
77(4)
3.6.1 A Unique Business Model
78(2)
3.6.2 A Quick Start
80(1)
3.6.3 Challenges
81(1)
3.7 What We Have Learned from These Cases: Conclusions
81(4)
References
83(2)
4 The Professional Service Community: The Way Forward
85(32)
4.1 What the Professional Service Community Looks like and how it Works
85(4)
4.1.1 From Firm to Community
85(4)
4.2 The Community Has a Future, unlike the Old Archetypes
89(1)
4.3 Vision, Leadership, and the Pop-Up Team
90(2)
4.3.1 What Should the Leadership of our Community Look like?
90(1)
4.3.2 Coordination of Accounts and the Pop-up Project
91(1)
4.4 Sources of Professional Value: Brainpower, Skills, and Knowledge
92(6)
4.4.1 Finding and Retaining Brainpower in our Community
92(1)
4.4.2 Skills and Capabilities
93(2)
4.4.3 How Do we Acquire New Skills?
95(1)
4.4.4 Knowledge in our Community
95(3)
4.5 Creating Professional Value through Organization, Good Economics, and the Right Culture
98(1)
4.5.1 Organizing our Community
98(1)
4.5.2 How Should we Govern our Community?
98(1)
4.6 Creating the "Superculture" in the Community
99(3)
4.6.1 How Do we Build our "Superculture"?
100(2)
4.7 How to Make Money with our Community
102(2)
4.7.1 Work Steps to Arrive at the Appropriate Economic Model
104(1)
4.8 Reputation as the Sustainable Foundation of our Community
104(4)
4.8.1 Reputation Is the Name of the Game
104(2)
4.8.2 Reputation: A Special Challenge for our Community
106(2)
4.9 Delivering Value with our Community
108(1)
4.9.1 Which Services we Want to Deliver with our Community
108(1)
4.10 A Promising List of Clients
109(8)
References
114(3)
5 Foundations of the Successful Professional Community
117(28)
5.1 Our Professional Community Needs Strong Foundations
117(1)
5.2 What Does Success Mean in a Community?
118(1)
5.3 Connectivity, Compatibility, and Commonality
118(5)
5.3.1 Connectivity
118(2)
5.3.2 Compatibility
120(2)
5.3.3 Commonality
122(1)
5.3.4 Conclusion
123(1)
5.4 The Successful Community Professional
123(3)
5.4.1 What Characteristics Should we Expect Them to Have?
124(2)
5.5 Trust, Tolerance, and Transparency: Cornerstones of Culture
126(8)
5.5.1 Trust
126(4)
5.5.2 Tolerance
130(2)
5.5.3 Transparency
132(2)
5.6 Growth: The Great Imperative
134(2)
5.7 Synergy: Translating Strong Foundations into Measurable Success
136(1)
5.8 Innovation and Renewal
137(8)
5.8.1 Why Innovate?
137(3)
5.8.2 Alienation and Spin-Offs Threaten
140(1)
5.8.3 How Do we Strengthen Innovation and Keep Innovative Teams on Board?
140(1)
5.8.4 How Do we Start and Manage Innovation?
141(1)
References
142(3)
6 Fieldwork: Monday Morning Actions
145(10)
6.1 Off to Work!
145(1)
6.2 Understand Our Current Strategic Position and Disruptions
146(1)
6.2.1 Step 1: Follows
Chapter 1 of This Book
146(1)
6.3 Evaluate Our Business Model
147(1)
6.3.1 Step 2: Follows
Chapters 2 and 3 of This Book
147(1)
6.4 Assemble Our Community Model
148(3)
6.4.1 Step 3: Follows
Chapter 4 of This Book
148(1)
6.4.2 Agree on a Vision for the Community and Its Core Consequences: Reputation, Brand, Standards
149(1)
6.4.3 Decide on the Leadership of Our Community and Its Pop-Up Projects
149(1)
6.4.4 Define Our Sources of Professional Value: Brainpower, Competences, Knowledge
149(1)
6.4.5 Determine Our Organization, Economics, Culture, Strategy
150(1)
6.5 Invite Partners to Our Professional Community
151(3)
6.5.1 Make Sure the Foundations of Our Professional Service Community Are in Place: Step 4: Following
Chapter 5 of This Book
151(1)
6.5.2 Get Our Colleagues On board
152(2)
6.6 Make Sure We Remain on Track
154(1)
Closing Remarks 155(2)
Afterthoughts 157(2)
Index 159
L. Martin van der Mandele is corporate strategy advisor and senior partner of the Parma Group. He also is an advisory board member and executive fellow of the Rotterdam School of Management (the Netherlands), director of the  Health Economics Institute in Basel, and senior advisor of knowledge institutes in Germany and the Netherlands. He spent his career in the USA and Europe on strategic consulting and managing professional organizations. He was member of the European board of Arthur D. Little and president of RAND Europe. Martin has a PhD in management from Erasmus University, an MBA from the University of Chicago, and an LLM from Leiden University.





Henk W. Volberda is a Professor of Strategy & Innovation at Amsterdam Business School of the University of Amsterdam (The Netherlands). Moreover, he is the Director of the Amsterdam Centre for Business Innovation. He has been a visiting scholar at the Wharton School at the University of Pennsylvania (USA), DukeUniversitys Fuqua School of Business (USA), and Bayes Business School, formerly known as Cass Business School in London (UK). Prof. Volberda holds various executive and advisory positions such as a member of the supervisory board of NXP Semiconductors Netherlands and Apollo Tyres Europe, an expert member of the World Economic Forum, and a fellow of the European Academy of Management. His research on technological disruption, digital transformation, coevolution, new business models, strategic renewal, strategic flexibility, and management innovation has led to an extensive number of publications in peer-reviewed journals including the Academy of Management Journal, Journal of Management, Journal of Management Studies, Management Science, Organization Science, and Strategic Management Journal. He is also the author of numerous management books, including Strategic Management: Competitiveness and Globalization (Cengage Learning EMEA, 2011), Building the Flexible Firm: How to Remain Competitive (OUP, 1998), Rethinking Strategy (Sage, 2001), Strategic Renewal: Core Concepts, Antecedents, and Micro Foundations (Routledge, 2019), and Reinventing Business Models: How Firms Cope with Disruption (OUP, 2018).





Robert Wagenaar is a leadership counselor and expert on the development of organizations and organizational culture. He started his career with KPMG and Galan & Voigt before founding Wagenaar Hoes in 1989 and ASI Consulting in 1990 and managing a number of consulting firms in Europe. He was the director of a number of companies and professional organizations including the OOA in the Netherlands and ICMCI. Robert has a doctoral degree in economics from Groningen University (the Netherlands).
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