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high turnover rate also allows a significant degree of screening so that only the “best” stay in the organization. Not surprisingly, firms following this strategy tend to be among the most prestigious in their industry.
David H. Maister • Managing The Professional Service Firm
out of control. For a week, he’d been vacillating between periods of extreme anger and violence, and jags
Neil Strauss • The Game
I would try to limit my “lead generation” (broadcasting) activities to about 10 percent, leaving 25 to 40 percent for courting specific prospects.
David H. Maister • Managing The Professional Service Firm
Expertise-based practices, as a generalization, tend to be based in a single location relying on the development of a national or regional reputation to attract clients.
David H. Maister • Managing The Professional Service Firm
This seemingly simpleminded calculation, relating the staffing mix requirements of the work to the staffing levels existing in the firm, is in fact of extreme importance.
David H. Maister • Managing The Professional Service Firm
His power was real, grounded in his unique role in channeling the ballooning trove of American savings. One way or another, through control of boards, investment partnerships, or just implicit understandings that a bank’s or an insurance company’s investment committee would follow Morgan’s lead, he and his partners disposed of perhaps 40 percent of
... See moreCharles R. Morris • The Tycoons: How Andrew Carnegie, John D. Rockefeller, Jay Gould, and J. P. Morgan Invented the American Supereconomy
these characteristics (customization and client contact) demand that the firm attract (and retain) highly skilled individuals.
David H. Maister • Managing The Professional Service Firm
The strong tendency of employees to rationalize bad conduct in order to get rewards requires many antidotes in addition to the good cash control promoted by Patterson.