Stop Optimizing The Status Quo In a 1963 Harvard Business Review article titled Managing for Business Effectiveness, Peter Drucker wrote, “There is surely nothing quite so usele
What would happen if one of your top executives suddenly retired? Or if a rainmaker Partner was poached by another firm? And while you might be clear on first-line successors, are
Written by Renata Pekala, Executive Advisor, Kinavic Leadership Acceleration With over two decades in learning, talent development and leadership coaching, I’ve seen how performa
Private equity is rewriting the rules for professional services firms. Growth targets for most firms (regardless of ownership) are higher, timelines are shorter, and there’s litt
It’s a familiar story in professional services: a private equity firm invests in a promising organization, outlines a bold value creation plan, and then turns to the leadership t
Every firm and practice leader in professional services has their “go-to” Partners. You know exactly who they are. They drive major pursuits that fill the pipeline, grow key
Senior Partner Juan Pablo Gonzalez has served as a consulting Partner and practice leader at EY, Korn Ferry, Mercer, RSM, and Axiom Consulting Partners prior to joining Kinavic Lea
Professional services firms are betting big on lateral Partner hires to enable their growth goals but most of them won’t meet performance expectations. In fact, a significant por
Written by: Alan Whitman Early in my tenure as CEO at Baker Tilly, I had a big problem: My leadership team was struggling to operate effectively as a unit, and our performance s
Hiring or promoting new Partners is among the most critical decisions professional services firms make every year. The decision to advance someone to Partner or assign an existing