The Professional Services Firm of the Future
The business model of the new economy is characterized by talent and services on demand, automation, and magical user experience. At least, that’s how futurist and veteran of the technology game, Tim O’Reilly, put it in his latest bestseller, WTF: What’s The Future and Why It’s Up To Us.
Unlike technology companies that are more predisposed to living these values, professional services firms still rely mostly on people to create and deliver value to their clients. Scale is still dependent upon headcount, and I spent almost six years as part of this headcount at firms such as EY and KPMG.
Having left that world in 2013 to pursue entrepreneurship, I’ve since established and overseen the development of my own boutique firm focused on corporate innovation — Collective Campus.
I’ve been vocal about our team’s approach to getting sh*t done — which embodies O’Reilly’s model — and was manifest in my Harvard Business Review article, The Case for the 6-Hour Workday.
Employee Efficiency
Recently I got thinking; just how much more efficient are we than the top end of town firms?
