Brooks International’s Post

Check out the interview with our founder & CEO Zahi Mimassi where he discussed the key factors that have contributed to Phoenix Consulting's growth, such as their innovative approach to talent management and their ability to adapt to changing market demands. Click on the link below to read more

The success of Partner hiring in large consulting firms hinges on the new Partner’s ability to build their own teams quickly. We reviewed over 100 recent Partner-level moves in major consulting firms, and our data shows that those who moved with team members from their former firm were over twice as likely to still be in their role after three years. In our experience, Partners who successfully integrate into a new firm are those who quickly establish a strong, dedicated team around them. This approach allows them to hit the ground running and deliver immediate impact. Moreover, it enables them to maintain consistency in their service delivery and client relationships, critical factors for long-term success. Additionally, and perhaps crucially, this strategy helps avoid upsetting existing Partners, encouraging collaboration across the board. Particularly at the mid-management level in talent-short areas, tensions can quickly build if top talent is not distributed evenly. Despite this, quite often this aspect of a new Partner’s business case is overlooked in favour of revenue-generating ability or the reputation of the firm they are arriving from. In our experience, in most instances, it is the individuals who have a genuine following amongst their teams that are most successful, as opposed to those who have previously recorded monumental numbers at their former employer.

The management consulting market has been worth an estimated $300 billion annually for the last several years, and it is forecasted to grow 10% each year over the next decade. A 2021 survey from Clutch found 24% of small businesses in the United States plan to hire a financial consultant or advisor. The survey also suggests a significantly larger percentage – 70% to 80% – of companies operate in conditions where management consultants would be beneficial. Shifts in the business model at top consulting firms exacerbated this gap, there is still a solution for companies between the F100 and SMBs, it's just not common yet. #managementconsulting #innovation #talent #businesstransformation #financialconsultant https://lnkd.in/ejYZnDGb

Chevo is honored to announce we have made Consulting Magazine’s 2023 “Best Firms to Work For” list! Consulting Magazine surveyed nearly 8,000 billable consultants of winning companies to assess outstanding workplaces in our industry; 51 companies made this year’s list. “Competition for human capital in today's competitive marketplace makes it more important to invest resources and technology to ensure attractive and highly fulfilling work environments. Consulting Magazine believes showcasing the efforts companies invest to ensure the happiness, engagement and professional fulfillment of their greatest asset inspires others to do the same. Consulting Magazine's ‘The Best Firms to Work For’ survey is the largest and most in-depth employee satisfaction survey in the industry. The 2023 honorees proved their firms deliver on matters spanning culture, career development, client engagement, compensation & benefits and firm leadership.” “We are very proud of the environment we have fostered at Chevo; all our employees’ efforts in creating a positive workplace helped make this recognition possible,” says Phil Sahady, President of Chevo. The 2023 list ranking of each honoree within the categories will be announced at a gala dinner celebration, Sept. 14th at the Lotte New York Palace, NY and immediately presented on consultingmag.com. Link to article: https://lnkd.in/ep_UzZHi

A nice contribution of Harvard Business School showing that the Management Consulting sector, including top strategy consultant McKinsey, has bigger problems than just the issue of low labor productivity that I wrote about last week in a post: https://lnkd.in/eRhiXae3 Their 1990s advice to conglomerates that "trying to serve everyone is serving no one" seemed not to hold for management consultancies. While super-conglomerate GE ceases to exist, they adopted "Neutron" Jack Welch's strategy to collect skills and capabilities by buying out consultancies to serve their clients' needs, whatever they are or might be in the future. Personally, I am impressed by the high quality of McKinsey's insight reports in a broad range of sectors. Yet, the size of the back-office activities needed to be able to keep services up-to-standard are considerable, and could likely be done by other professional services at lower costs. After all, I showed in my contribution that services in the EU have lower (apparent) labor productivity than the economy as a whole. This is odd as, in my opinion, top management consultancies should practice what they preach and be more productive than their clients. In fact, the labor productivity of management consultancies (sector M702) should be higher than head office activities (sector M701), and they have a long way to go!

#BusinessConsulting While their founders thought of growth as a result of top quality client service, consulting firms’ aggressive pursuit of growth as their primary objective, has challenged their reputation of providing superior top-management, CEO-focused client services.

I’ve recently learned a new term. Boutique Consultancy. I think I like it. In case you’re new to the term too, here’s what it’s defined as: A boutique consultancy is a small to medium-sized consulting firm that specializes in a particular industry, service, or type of client. Unlike large, multi-service consulting firms, boutique consultancies offer highly specialized expertise and personalized services. They typically focus on delivering tailored solutions and building close relationships with their clients. These firms often attract experienced consultants who prefer a more focused and flexible work environment. For example, me and my team. 😊

Introducing our brand-new Insights series: "Global Consulting Industry: Understanding Regional Specificities." When investing in consulting services, it's essential to consider regional specificities. Tailoring consulting services to the unique characteristics of a specific geographic area can significantly enhance their effectiveness and relevance. Our new series aims to demystify the nuances of the consulting sectors in the world's five major regions: North America, the Middle East, Europe, Oceania, and Latin America. Each industry in every region operates under its own set of rules, and consultants in these regions are the best guides to help you navigate these specificities. As a client, you'll feel more in control when you understand how consulting firms operate in different regions, adapting to area-specific demands and requirements. With this in mind, we've launched a series that offers valuable insights into the regional specificities of consulting markets worldwide. Visit our website to explore more. Additionally, we invite you to share your insights on the global consulting market, which will greatly enrich our series. #RegionalSpecificities #GlobalConsultingIndustry #Insight

Forbes Names RGP to America’s Best Management Consulting Firms & America’s Best Midsize Employers Lists for 2024 We are proud to be recognized by Forbes as one of America’s Best Management Consulting Firms and one of America’s Best Midsize Employers for a fourth consecutive year! Our dynamic workforce model is well-positioned amid a tight labor market and widening skills gaps, but this wouldn’t be possible without our amazing people. Read more about the recognition...   https://lnkd.in/gjS3ivkU   #Consulting #ManagementConsulting #DareToWorkDifferently

Join Us for an Inspiring Brainstorming Session on Cultural Challenges in the Workplace! Our HU Flourishing at Work Network is co-hosting a special collaborative meeting this Thursday, June 20th at 9am CST with KPMG Culture Transformation Professionals. Are you ready to embark on a journey of collaboration and innovation? We are thrilled to announce that our next HU Global Human Flourishing at Work Call will be a brainstorming session with KPMG Culture Transformation Professionals focused on identifying and addressing the most pressing human challenges in the workplace, specifically what gets in the way of flourishing at work. As passionate advocates for positive psychology and organizational culture, we understand the critical role these elements play in fostering a thriving and productive work environment. That's why we're joining forces and tackle these challenges head-on. During our session, we will engage in dynamic discussions to identify the biggest cultural hurdles organizations face today. From fostering inclusivity to promoting psychological safety, we'll explore a wide range of topics that shape the fabric of our workplaces. But we won't stop there. After identifying these challenges, we'll collaborate to theme and prioritize them, ensuring that we focus our efforts where they are needed most. Then, armed with clarity and purpose, we aim to form working groups to harness the collective power of our diverse perspectives and expertise. By leveraging the wisdom of the group, we aim to ignite a spark of innovation and pave the way for transformative solutions that drive positive change in our organizations and beyond. Here are the details for the brainstorming session: Date: June 20, 2024 Time: 9am CST/10am EST Please DM me for more information and meeting link We encourage you to come prepared to share your insights, experiences, and innovative ideas. Together, we have the potential to break through barriers and redefine the future of human flourishing. https://lnkd.in/gjkMg2jh