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practice area that had a high preponderance of clients who were mostly interested in the efficiency with which the firm dealt with…
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David H. Maister • Managing The Professional Service Firm
CEO of Hewlett-Packard, has an invaluable perspective on reinventing: “The single biggest problem in business is staying with your previously successful business model . . . one year too long.”
Adrian J. Slywotzky • The Profit Zone: How Strategic Business Design Will Lead You to Tomorrow's Profits
Experience has shown that it is difficult, if not impossible, for one part of the firm to create a strong “frontier expertise” reputation when the firm is already well known as a low-cost provider.
David H. Maister • Managing The Professional Service Firm
By focusing on work no one else was doing, they could create the knowledge, tools, and expertise to become the premier company in the world at presentations.
Greg Mckeown • Essentialism: The Disciplined Pursuit of Less
“Bad companies,” Andy wrote, “are destroyed by crisis. Good companies survive them. Great companies are improved by them.”
John Doerr • Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs
What in past years had the characteristics of a Brains or Grey Hair project may, in future years, be accomplishable as a Procedure project.
David H. Maister • Managing The Professional Service Firm
Sitting in their plush offices, venture capitalists: The venture capitalist study, titled “Procedural Justice in Entrepreneur-Investor Relations,” is by Harry Sapienza and M. Audrey Korsgaard. It was published in the Academy of Management Journal 39 (1996): 544–74.