Two aspects of professional work create the special management challenges of the professional service firm. First, professional services involve a high degree. Managing The Professional Service Firm by David H. Maister – International expert and consultant David Maister offers a brilliant and accessible guide to every. Managing The Professional Service Firm has ratings and 48 reviews. Pavel said: Очень толковая книга. Будет полезно прочитать и тем, кто не работает .
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Managing The Professional Service Firm by David H. Maister
Middle-level staff may, if allowed, hang on for another year or two, manafing most eventually profesional if not promoted. Dec 03, Darcy rated it really mqnaging it Shelves: In this example, Guru Associates can achieve what would be considered an extremely low target turnover rate if it achieves its optimal growth. Leave a Reply Cancel reply Your email address will not be published. Want to Read saving….
Published June 9th by Free Press first published For these firms, as for all professional service firms, successful management became a question of balance. Young professionals view a short period of time at such firms as a form of “post-postgraduate” degree, and often leave for prime positions they could not have achieved as quickly by another route.
Review of Managing the Professional Services Firm by David Maister
It should be immediately stressed that high leverage is not always good. By leveraging its high-cost seniors with low-cost juniors, the professional firm can lower its effective hourly rate and thus reduce its cost to clients while simultaneously generating provessional profit for the partners. Marketing to Existing Clients. Your summary is awesome.
Although outdatedI picked this book up after a recommendation profewsional one of my collagues. We have seen that the leverage structure and the promotion policies together determine a target required growth rate.
To see the importance of this factor, we shall briefly examine, in turn, its relation to the three goals of the firm. People do not join professional firms for jobsbut for careers. Of the sixteen in the firm the previous year, four have been promoted or have left, meaning that a total of eight juniors must be promoted.
How to manage smart professionals? A less leveraged firm, at the same rate of growth, will need to “bring along” a higher percentage of its juniors, thus providing a greater promotion incentive.
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Managing The Professional Service Firm
It should be a seduction, not an assault. Among the eight middle-level staff, we may assume that, since it takes four years to make senior, one quarter of them i.
In particular, Chapter 10, “How mqnaging choose” is a must-read for anybody in high-value sales. The commonality of this mission does not detract from its value. Books for the Valuation Professional.
Guru Associates, which engages in a variety of projects, nevertheless has a typical cirm which requires 50 percent of a senior’s time, percent of a middle-level person’s time, and the full-time efforts of three juniors. They are people getting bored easily and they are always seeking out new challenges. It feels dated in places, but the key ideas seem adaptable to current times. So happy to be done with this book!
Not surprisingly, firms following this strategy tend to be among the most prestigious in their advid.
Managing The Professional Service Firm. The relationship for me has to be win-win and such that the client would consider recommending me for another project. I typically don’t enjoy reading books professionnal have to do with work but this book provided some insight that is very useful in managing a professional services firm.
Managing The Professional Service Firm – David H. Maister – Google Books
Counting both those promoted and those leaving we have reduced the maistsr of middle-level staff by two; and increased the number of seniors by one. Maister devotes a number of chapters to the care, feeding, and growth of a consulting professoonal, describing the seemingly difficult trade-offs to be made between the long term health and growth of skills, people, market offer versus near term sales and revenue This is a terrific book, explaining as it does many of the mechanics of running a professional services company.
Paperbackpages. And if you hire consulting firms, this certainly offers a lot of insight into the consulting industry. In its style, it reminds me of Porter’s Competitive Strategy in that it is fairly dry yet lucid and convincing in making its points. Apr 26, Rick rated it really liked it. I was recommended this book by my manager at the time.
Rather, the goal is to create the responsive organisation. In most professions, one or more firms can be identified that have clearly chosen a high target rate of turnover.