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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

Watching Paul work with the salespeople back in the office was an entirely different matter. Over the years, almost the entire salesforce had turned over, and the average tenure of a rep was now about 12 months. This made Paul somewhat cynical and arrogant when dealing with his sales counterparts. He said, “These new reps are just like the hamsters
... See moreJohn Care • The Trusted Advisor Sales Engineer

Rather than establish firmwide goals for margins, productivity, or leverage, firms should hold each practice (or partner) accountable for a profit per partner target and let the practice (or partner) figure out the best mixture of margin, productivity, and leverage necessary to achieve this goal.
David H. Maister • Managing The Professional Service Firm
The government released a list of more than thirteen thousand past and present Madoff account holders, ranging from hundreds of not very rich Florida retirees to celebrities, billionaires, and nonprofits such as charities and universities. If these legions of investors were easily gulled, often for decades, what does this swindle (and others) say
... See moreEdward O. Thorp • A Man for All Markets
Some guidelines: Avoid layoffs in temporary downturns; beware of excessive stringency in compensation; don’t slash benefits to meet short-term budgetary constraints; and never demand that some arbitrary percentage of the workforce must unilaterally be rated unsatisfactory. Never!
John C. Bogle • Enough: True Measures of Money, Business, and Life
Levi Smith
@levismith