Matter’s Post

Now this is how Dugson Consulting was originated. #DugsonConsulting

Atlanta's White Oak Group invested in Minnesota's Bay West, an environmental services leader. The retiring CEO set a challenge: find a successor aligned with both firms' goals, despite location constraints. This case study highlights the CEO succession's complexity. TRANSEARCH's precision and adaptability bridged gaps and showcased the synergy between stakeholder alignment and strategic success. Read all about our combined success right here! https://hubs.ly/Q02R5ZWt0 #TRANSEARCHDifference #SuccessStory #ClientReview

The major consulting firms are finalising their hiring plans for the post-summer period, and the direction of travel is heavily towards the pursuit of Senior Partners who can generate revenue. Competition for such talent is only going to increase, driving up Partner pay across geographical regions. Coupled with this, the expectation is for successful Partners to operate with smaller teams and be more hands-on with clients. In this context, to maintain competitiveness in terms of compensation levels, firms are moving away from the traditional consulting pyramid and towards leaner models. What has become clear to us over the past few weeks is that consulting firms believe the need for strong, commercially minded, client-relationship holders is more crucial than ever. It is intriguing to see different firms' approaches to winning in this regard, as well as the varying degrees of willingness to invest. Credit - James O'Dowd

The major consulting firms are finalising their hiring plans for the post-summer period, and the direction of travel is heavily towards the pursuit of Senior Partners who can generate revenue. Competition for such talent is only going to increase, driving up Partner pay across geographical regions. Coupled with this, the expectation is for successful Partners to operate with smaller teams and be more hands-on with clients. In this context, to maintain competitiveness in terms of compensation levels, firms are moving away from the traditional consulting pyramid and towards leaner models. What has become clear to us over the past few weeks is that consulting firms believe the need for strong, commercially minded, client-relationship holders is more crucial than ever. It is intriguing to see different firms' approaches to winning in this regard, as well as the varying degrees of willingness to invest.

McKinsey & Company Bain & Company Boston Consulting Group (BCG) Accenture Kearney PwC lots being said about you all here, including comments and thoughts from me also. Would love to hear all of your views.

Atlanta's White Oak Group invested in Minnesota's Bay West, an environmental services leader. The retiring CEO set a challenge: find a successor aligned with both firms' goals, despite location constraints. This case study highlights the CEO succession's complexity. TRANSEARCH's precision and adaptability bridged gaps and showcased the synergy between stakeholder alignment and strategic success. Read all about our combined success right here!⬇️ https://bit.ly/3uygo3b #TRANSEARCHDifference #SuccessStory #ClientReview

Navigating a Successful Career: Insights and Lessons Learned from a Woman in Information Management - Priscilla Emery shares insights and experiences gained throughout her career as a woman and leader in information management. https://hubs.la/Q02VpkWX0

Don't just take our word for it. Hear what our customers are saying about Silversun Consulting's impact. https://lnkd.in/g-aHfVFZ #cleaningbusiness #cleaningservice #businessconsulting #growyourcleaningbusiness #cleaningoperations #cleaningbusinesstips

We are excited to announce the 2024 edition of The State of Board Evaluations in the US has been published. As in previous years, Korn Ferry partnered with Gibson Dunn to review the board evaluation practices for S&P 500 companies as disclosed in their proxy statements. This is one of the largest analyses on the state of board evaluations in the U.S. Thanks to my fellow authors Christine Abbamonte, Sarah E. Oliva, Joseph E. Griesedieck. Below are a few highlights from the report: * Improvements in several categories including companies varying their process from year to year; companies engaging a third party; companies conducting individual director evaluations as part of their board evaluation; and companies conducting interviews as part of the evaluation process  * Although 35% of companies disclose using third parties, it is still unclear what role third parties are playing * Few companies disclose the involvement of senior management in the evaluation (5%) which feels like a missed opportunity for valuable feedback  * Disclosures about changes following board evaluations have remained consistently low, at only 21% #corporategovernance #boardsofdirectors #boardevaluation

Partners/Consultants who can genuinely create revenue are worth their weight in gold. Think of the math(s). A top performer creates $5m in revenue at a modest 40% margin are creating $2m. These companies are valued at ~15x ebitda so that $2m is adding $30m in value. Find them and reward them I say.