November 2nd, 2022

The Chief Commercial Officer as a Growth Differentiator Part 2

In our previous blog in this series, we introduced the notion that the Chief Commercial Officer (CCO) role is a growth differentiator to enable businesses to harness the entire commercial power of the organization. Given this premise, the roles and responsibilities of a CCO differ between a Chief Revenue Officer (i.e., Sales Leader) and the … Continue reading “The Chief Commercial Officer as a Growth Differentiator Part 2”

October 18th, 2022

The Chief Commercial Officer as a Growth Differentiator

Driving organic growth is consistently one of the top goals of for-profit businesses or organizations. Other goals such as quality, customer and employee satisfaction, research and other investment, cash flow, and capital deployment are also important depending on the industry and customer expectations. However, many of these goals are ultimately derived from a healthy growth profile … Continue reading “The Chief Commercial Officer as a Growth Differentiator”

June 8th, 2022

The PS Dilemma of Managing Just-In-Time Talent – Part 2

As discussed in a previous blog  (The PS Dilemma of Managing Just-In-Time Talent), leveraging a Just-In-Time (JIT) Professional Services (PS) Talent staffing without having a corresponding operating model can lead to increased risk to both delivery excellence and financial performance. Smoothing the natural peaks and valleys of a JIT model is key and many manufacturing … Continue reading “The PS Dilemma of Managing Just-In-Time Talent – Part 2”

April 6th, 2022

The PS Dilemma of Managing Just-In-Time Talent

Many Professional Service (PS) Businesses have taken a page from product manufacturing’s cost reduction book and “leaned out” their inventory. In the case of PS businesses, the inventory being referred to and leaned-out is Talent capacity and by default capability. The result is having to do more just-in-time (JIT) hiring and deployment to meet client … Continue reading “The PS Dilemma of Managing Just-In-Time Talent”

November 24th, 2021

Our Role as a Guide in Professional Services Client Management – Part 3

In our previous blogs, we introduced the idea that Client Management does not “just happen”…it must be deliberate and proactive in order to be effective. And while there are many key roles needed for success of a PS business, there is an overarching role that is important for every consulting professional: your role as a … Continue reading “Our Role as a Guide in Professional Services Client Management – Part 3”

October 27th, 2021

Our Role as a Guide in Professional Services Client Management – Part 2

In a previous blog, we introduced the idea that Client Management does not “just happen”…it must be deliberate and proactive in order to be effective. And while there are many key roles needed for the success of a PS business, there is an overarching role that is important for every consulting professional: your role as … Continue reading “Our Role as a Guide in Professional Services Client Management – Part 2”

September 20th, 2021

Our Role as a Guide in Professional Services Client Management

Client Management does not “just happen”… it must be deliberate and proactive in order to be effective. For those of you reading this and our other blogs, by now you are likely not surprised by seeing and reading that statement. Professionals in our industry – whether you refer to it as Consulting, Advisory Services, Professional … Continue reading “Our Role as a Guide in Professional Services Client Management”

August 17th, 2021

Why Succession Planning Goes Wrong – and What to Do About It

Why Succession Planning Goes Wrong – and What to Do About It Introduction to the TOPS Model Our recent blogs have focused on the importance of talent, specifically in a professional services environment. In this blog, we take a wider lens approach to talent and talk about a pressing topic impacting companies of all sizes, … Continue reading “Why Succession Planning Goes Wrong – and What to Do About It”

August 2nd, 2021

Professional Services Talent – The Talent Pyramid

Professional Services (PS) organizations often do not leverage common functional or organizational structure to accomplish their mission. This means that direct-line reporting relationships between individual contributors and managers typically do not exist, instead it is a matrixed project-based structure. For embedding PS teams, this is different than most other groups within the organization and, therefore, … Continue reading “Professional Services Talent – The Talent Pyramid”

July 2nd, 2021

Characteristics of a Best-in-Class Delivery Leader

In this blog series about professional services talent, we have introduced two integral roles – the Account Lead role and the Delivery Leader role. Both roles are central to successfully delivering an engagement, therefore, identifying the right resources to play these roles can greatly impact client and project outcomes. Understanding the distinct characteristics and capabilities … Continue reading “Characteristics of a Best-in-Class Delivery Leader”