Sublime
An inspiration engine for ideas
Horizon 1: Current source of growth Horizon 2: Next source of growth (one that’s still nascent but looks promising) Horizon 3: Investment in a yet-to-be-determined third source of growth
Claire Hughes Johnson • Scaling People: Tactics for Management and Company Building
there is a clear priority among these. Within McKinsey, a new consultant learns within a very short period of time that the firm believes that the client comes first, the firm second, and the individual last.
David H. Maister • Managing The Professional Service Firm
consulting life
alexi gunner • 29 cards
Managing A Company
Mathias Fritsch • 4 cards
McKinsey’s authors present the topic in the Next in Personalization 2021 Report.1 In the study they divide companies into different archetypes based on their go-to-market (GTM) models and how directly each company interacts with its customers.
Arild Horsberg • Hello $FirstName - Norwegian Case Studies: Profiting from Personalization in Norway
Many factors play a role in bringing these goals into harmony, but one has a preeminent position: the ratio of junior, middle-level, and senior staff in the firm’s organization, referred to here as the firm’s leverage.
David H. Maister • Managing The Professional Service Firm
Competition in the market for the firm’s services will, over time, require the firm to seek out lower costs for projects of a particular type, and there will often be opportunities for an increasing proportion of juniors to be used on projects that, in the past, required a high proportion of senior
David H. Maister • Managing The Professional Service Firm
goals, current strategy, assumptions, and capabilities.1