Insights

Organizations earn higher margins, inspire greater customer loyalty, produce more innovative work, and attract and retain the best talent when specialists engage in Smart Collaboration across boundaries.

Lateral hiring

To generate competitive advantage through lateral hiring, it’s not enough just to optimize laterals’ individual capabilities. You need to integrate them so that your whole business generates more value.

In-house legal teams

Today’s complex business problems span departments, disciplines and geographies. Savvy in-house lawyers know that collaboration across organizational silos and with external organizations is critically important. But how?…

Leadership and performance

Leadership must permeate an organization—it’s too important to leave only to those with a formal title. Our research delves into the tools, techniques and topics that are essential for leading high performing organizations.

Over-committed organisations

The “dark side” of collaboration emerges when people are stretched too thin across many projects, often with competing priorities and deadlines. How can you mitigate the downsides of an over-committed organization while reaping the benefits of Smart Collaboration?…

Boards of Directors

Boards of directors face increasing pressure to diversify their ranks, stay on top of regulatory and technological advances, hold executives accountable, and improve their functioning. Yet, they’re susceptible to all the foibles of human dynamics.

Sector leadership

Clients increasingly expect service that is tailored to their specific industry—and help in learning from more advanced sectors or those that pose potential threats. You need to collaborate with other sector experts to build an integrated, value-added offering.

Sector Leadership

Developing insights within and across sectors allows your team to build a coherent offering that is differentiated from competitors’. Ideally you help clients “see around corners” by combining knowledge to identify trends, risks and opportunities. In many firms, however, professionals’ skills and incentives have been built around legacy organizational structures like products and geography. These silos can result in a fragmented client engagement model with multiple professionals calling on the client and failing to optimize the solutions—or the profitability.

Our research across professional firms, financial services institutions, technology and other companies highlights both the upside and the challenges of moving toward a sector-focused market approach. Our analysis delves into firms’ organizational models, client perceptions and the behaviors required from leaders. We offer pragmatic suggestions for the strategic, organizational, and operational facets of delivering an integrated, sector-based approach.