Happy 4th July to all our colleagues, clients, and friends who are celebrating. #IndependenceDay #USA #GlobalBusiness #ExpertWitness #Advisory
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Our second panel in the DFK Asia Pacific Women in Accounting Fireside Chat series was as dynamic and insightful as the first. We were privileged to host an international trio comprising Michaela Lamb from Gravita in the UK, Pearl P. Peng from Marcum Asia CPAs LLP in Singapore, and Erin Adams, FCPA from Xero in Australia as they pulled back the curtain on their experiences as they built their respective careers in an event facilitated by Angela Raspass. There was so much insightful information shared in this session and we have tried to condense this wisdom into a few key points below. ✅ The importance of striking a balance between technical prowess and interpersonal skills such as relationship-building, empathy, and generosity. ✅It’s rare to know exactly what you want to achieve in your career from day one. Consider your strengths, and what you don’t want as starting point, and commit to reflection to note what sparks your interest, what you’re enjoying ✅ Cultivating curiosity and courage to foster a growth mindset, which in turn opens doors to new opportunities. ✅ Imposter Syndrome is common, so it’s valuable to understand that the actions of confidence come first and the feelings of confidence follow - ensure your voice is heard - speak up in and contribute in meetings and other environments ✅Dispelling the myth of perfectionism and embracing the learning process by seeking assistance when needed. ✅ Protect your well-being to sharpen your performance – ensure you have work boundaries and pursuits that fuel you outside the office – Pilates, time in nature, fur babies, and wine appreciation courses are a few of the ways our panellists reboot their energy. ✅Seek out Mentors and Sponsors in your firm – they can play vital roles in your professional development. ✅Authenticity is your greatest asset – it guarantees sustainability in a career that fits who you really are. Thank you to our wonderful speakers, facilitators and of course our attendees! #thankyou #womeninaccounting #unitedglobally #virtualevents #thedfkdifference #curiositydidntkillthecat #courage
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Seramount’s 100 Best Companies recognizes organizations that support working parents through a comprehensive approach to benefits and flexibility. BDO USA is honored to be named to the list for the 13th consecutive year. Learn more. #Seramount100Best #GetToKnowBDO
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#bdoproud of BDO Nederland for being ranked as one of the best consulting firms 2023, in the category family businesses, as published by Consultancy.nl. Discover the full ranking here: https://ow.ly/LV9u50QhfNf #bdodutchcaribbean #bdoproud #bestconsultingfirm #familybusiness
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Two inspiring quotes from our event last week with EY The Power of Brand and Finance for Scaling Irish Businesses.. ◎ Ronan Murray reminded the audience that 'Not everything that counts can be counted!' ◎ Gillian Horan spoke to one of her favourite quotes - Founders die. Factories burn down. Machinery wears out. Inventories get depleted. Technology becomes obsolete. Brand loyalty is the only sound foundation on which business leaders can build enduring, profitable growth. For any inquiries regarding brand strategy and scaling your business for growth, reach out to us at proof@thepudding.co we would love to talk. #BrandFinance #IrishBusiness #Networking #EY #ThePudding
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📢 ESGmark® member news 📢 MGI Worldwide is a global network of some 240 independent accountancy firms in more than 100 countries. They are a top 20 ranked global accounting network and association with over 8,000 professionals, accountants and tax experts in some 400 locations around the world. MGI Worldwide embeds the values of diversity, equity, and inclusion throughout their work, continually seeking new ways to add value to member firms' businesses and supporting peer learning and best practice amongst their network of accounting firms. In recognition of their work, MGI Worldwide has been selected as a finalist for the prestigious International Accounting Awards 2024 in the “Diversity, Equality & Inclusion Initiative of the Year” Category. This category celebrates the success of a global accounting network which, with its DEI initiative, has made a significant contribution towards furthering dialogue and debate that can change attitudes in the workplace and has made a marked difference. Speaking of the importance of DEI to their organisation and its member firms, MGI Chairman, Laszlo Vilmos Killik, says: “MGI Worldwide must be for everybody across the globe, and it must represent everybody across the globe. Only in this way can we be a truly global organisation, serving our members and supporting their growth; it is what we are here to do.” Head to their full announcement here ➡ https://lnkd.in/emhr35-i Please join us in congratulating the team on this incredible achievement! 👏🎉 #esg #dei #diversityequalityinclusion #socialresponsibility #accountancy #responsiblebusiness
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Useful convo! My thoughts… Hey Simon Wardley, do we really have to cross the river by touching EVERY stone? Apparently the answer is yes 😅 “We cannot solve our problems with the same thinking we used when we created them”. Companies often like the idea of having a creator on their team until creators discover the real problem is in the decision making mindset itself, adding in the disconnected layers of the org structure. Companies with siloed departments are no longer working without cross-functional sense making to bridge the information collected from the sensed environment. The concept of the brain/body relationship comes to mind. A brain is actually just an island without taking accurate accounts of what it senses, reducing the signal volume from the body (through the spine) to the brain and deciding which action is best for survival of the body and brain. In organizations where the left hand cannot sense the right hand cannot coordinate events in timely effective ways. The brain becomes an island, and ignoring the pain becomes easier in the short term but not a useful long term solution. Feeling the body gets us closer but only if we commit to really feeling it. Yet, knowing this, we all have some blindspots still.
Consulting firms such as McKinsey & Company, Boston Consulting Group (BCG) and Deloitte, which are paid to predict the future for the world’s biggest corporations, seem to have gotten their own destiny wrong. The fallout has been messy, report Lindsay Ellis and Chip Cutter. Some employees are working long hours for the assignments they have, while others are twiddling their thumbs and struggling to find work. “Here I am,” thought one new consultant who started at PwC in October, “graduating from this top M.B.A. program—and doing UberEats.” The consulting industry boomed with new business—and hired staff to match—during the Covid-19 pandemic. When relative normalcy returned, companies looked hard at their costs and many have been in contraction mode ever since. McKinsey asked partners last year to defer some of their pay to weather the downturn in client interest. The company also cut 1,400 largely back-office employees last year, slowed down promotions and trimmed in-person training and retreats. EY recently laid off more than 100 U.S. consulting partners, in an almost unheard-of move. Making partner at a large firm once meant a career for life, with potentially millions in earnings each year. “The country club isn’t safe any more,” said Kevin McCarty, chairman and CEO of Chicago-based consulting firm West Monroe. Read more: https://lnkd.in/duUMw84u
Consultants Are Paid to Fix Businesses. Why Can’t They Fix Their Own?
wsj.com
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The idea of a consultant solving a company's problem is so yesterday. How can you solve a problem you do not intimately and personally understand or experience? You are armed with your shining PPT and Ivy League education while swimming in the illusionary assumption waters of having the holy grail of solutions. It usually does not work given the potential for type 1 and 2 errors. You end up identifying and solving the wrong problems. The future belongs to facilitative consultancy flavored with asset-based capacity development.
Consulting firms such as McKinsey & Company, Boston Consulting Group (BCG) and Deloitte, which are paid to predict the future for the world’s biggest corporations, seem to have gotten their own destiny wrong. The fallout has been messy, report Lindsay Ellis and Chip Cutter. Some employees are working long hours for the assignments they have, while others are twiddling their thumbs and struggling to find work. “Here I am,” thought one new consultant who started at PwC in October, “graduating from this top M.B.A. program—and doing UberEats.” The consulting industry boomed with new business—and hired staff to match—during the Covid-19 pandemic. When relative normalcy returned, companies looked hard at their costs and many have been in contraction mode ever since. McKinsey asked partners last year to defer some of their pay to weather the downturn in client interest. The company also cut 1,400 largely back-office employees last year, slowed down promotions and trimmed in-person training and retreats. EY recently laid off more than 100 U.S. consulting partners, in an almost unheard-of move. Making partner at a large firm once meant a career for life, with potentially millions in earnings each year. “The country club isn’t safe any more,” said Kevin McCarty, chairman and CEO of Chicago-based consulting firm West Monroe. Read more: https://lnkd.in/duUMw84u
Consultants Are Paid to Fix Businesses. Why Can’t They Fix Their Own?
wsj.com
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#Transforming clients is easier transforming themselves because it's much easier to point out others' problems than their own. And don't need to deal with internal politics as much... #transformation #waysofworking #workplaceculture #consultants #consultingcareers #consultingnews
Consulting firms such as McKinsey & Company, Boston Consulting Group (BCG) and Deloitte, which are paid to predict the future for the world’s biggest corporations, seem to have gotten their own destiny wrong. The fallout has been messy, report Lindsay Ellis and Chip Cutter. Some employees are working long hours for the assignments they have, while others are twiddling their thumbs and struggling to find work. “Here I am,” thought one new consultant who started at PwC in October, “graduating from this top M.B.A. program—and doing UberEats.” The consulting industry boomed with new business—and hired staff to match—during the Covid-19 pandemic. When relative normalcy returned, companies looked hard at their costs and many have been in contraction mode ever since. McKinsey asked partners last year to defer some of their pay to weather the downturn in client interest. The company also cut 1,400 largely back-office employees last year, slowed down promotions and trimmed in-person training and retreats. EY recently laid off more than 100 U.S. consulting partners, in an almost unheard-of move. Making partner at a large firm once meant a career for life, with potentially millions in earnings each year. “The country club isn’t safe any more,” said Kevin McCarty, chairman and CEO of Chicago-based consulting firm West Monroe. Read more: https://lnkd.in/duUMw84u
Consultants Are Paid to Fix Businesses. Why Can’t They Fix Their Own?
wsj.com
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At StrategicEdge, we understand that small and medium-sized businesses (SMBs) are the backbone of our economy. That's why we're passionate about helping them grow without the need for the "army" of consultants that big firms rely on. Recent events have highlighted the challenges faced by large consulting firms like McKinsey & Company, BCG, and Deloitte. Despite their resources, they've struggled to navigate the changing landscape, leading to layoffs and uncertainties among their staff. Our approach at StrategicEdge is different. We believe in agility, focus, and tailored solutions that fit the unique needs of each SMB we work with. Instead of overwhelming our clients with a large team of consultants, we provide targeted expertise and hands-on support to drive growth efficiently and effectively. The days of the country club mentality in consulting are evolving, and SMBs deserve better. With StrategicEdge, you get the expertise you need without the unnecessary overhead. Let's work together to unlock your business's full potential. #SMBs #Consulting #BusinessGrowth
Consulting firms such as McKinsey & Company, Boston Consulting Group (BCG) and Deloitte, which are paid to predict the future for the world’s biggest corporations, seem to have gotten their own destiny wrong. The fallout has been messy, report Lindsay Ellis and Chip Cutter. Some employees are working long hours for the assignments they have, while others are twiddling their thumbs and struggling to find work. “Here I am,” thought one new consultant who started at PwC in October, “graduating from this top M.B.A. program—and doing UberEats.” The consulting industry boomed with new business—and hired staff to match—during the Covid-19 pandemic. When relative normalcy returned, companies looked hard at their costs and many have been in contraction mode ever since. McKinsey asked partners last year to defer some of their pay to weather the downturn in client interest. The company also cut 1,400 largely back-office employees last year, slowed down promotions and trimmed in-person training and retreats. EY recently laid off more than 100 U.S. consulting partners, in an almost unheard-of move. Making partner at a large firm once meant a career for life, with potentially millions in earnings each year. “The country club isn’t safe any more,” said Kevin McCarty, chairman and CEO of Chicago-based consulting firm West Monroe. Read more: https://lnkd.in/duUMw84u
Consultants Are Paid to Fix Businesses. Why Can’t They Fix Their Own?
wsj.com
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