Culture is back on the leadership agenda as organisations struggle to adjust to the rapidly evolving priorities of their workforces, stakeholders and customers. Executive teams are finally embracing culture not as a soft, nice-to-have element but as a hard and measurable component of their business that directly drives performance, reputation and retention. This thought paper explores the ways in which organisations are acquiring a new understanding around how values can differentiate their business from competitors over the long term and give them a winning edge in the race for talent.
Most business people can clearly articulate what a lawyer, marketer or compliance professional does, but ask them to describe the role of a management consultant and you are likely to get a blank look. Primarily operating in the executive corridor of fortune 500 companies, management consultants typically fly under the radar, avoiding the spotlight whilst at the same time being a catalyst for major business change.
Regardless of whether it is an accounting, legal, creative or consulting firm the cause of stalled growth in professional services companies is typically the same: Partners who are so engaged in achieving excellent outcomes for their clients that they spend insufficient time planning for profitable firm growth. Whilst this is intrinsically understandable, it means that much of the hard work of client staff is wasted with project revenues not converting into long term sustainable profitability.