Companies truly only have three levers to compete and create value. These levers are what they offer and to whom, financing the business and providing a return to investors, and the complex system of People and talent applied to efforts. Often times, companies assume away their talent due to the complexity of people management.
1. At best, the HR Talent organization operates like an internal consulting organization that advises the broader company to be successful. We have created over 50 internal (i.e., embedded) consulting organizations and are experts in helping the HR Talent organization fulfill this fundamental role, which allows all other efforts to be successful.
2. All HR Talent organizations struggle to meet their initiative needs and demands. In addition, they cannot staff the experts needed for Just-In-Time talent programs. M&R provides extensive support for these efforts so demands can be met and outcomes are realized.
In our previous blogs in this series, we introduced that the Chief Commercial Officer….Read More
In our previous blog in this series, we introduced the notion that the Chief Commercial Officer….Read More
Driving organic growth is consistently one of the top goals of for-profit businesses or organizations. Other goals such as quality, customer and employee satisfaction, research and other investment,….Read More
As discussed in a previous blog (The PS Dilemma of Managing Just-In-Time Talent), leveraging a Just-In-Time….Read More
Description: A consulting organization’s success in developing its talent defines its future delivery model. Without deliberately training junior resources on a variety of different skills and offers, we can unintentionally find ourselves with specialized silos rather than a functional delivery team.Read More
Many Professional Service (PS) Businesses have taken a page from product manufacturing’s cost reduction book and “leaned out” their inventory. In the case of PS businesses, the inventory being….Read More
Why Succession Planning Goes Wrong – and What to Do About It….Read More
Professional Services (PS) organizations often do not leverage common functional or organizational structure to accomplish their mission. This means that direct-line reporting relationships between….Read More
In this blog series about professional services talent, we have introduced two integral roles – the Account….Read More
In recent blogs, we have discussed the importance of clearly defined roles and responsibilities in driving success for Professional Services (PS) teams. Roles and responsibilities create clarity,….Read More
As discussed in previous blogs, talent is a driving force of success in a Professional Services (PS) organization, whether embedded into a larger product organization or standalone. Therefore,….Read More
A Professional Service (PS) group for a company can be viewed like the special forces in the military. The special forces have a specialized and significantly different mission and therefore are organized,….Read More
In the last blog in this series, we introduced three challenges companies face that are often….Read More
A Professional Services (PS) business plays a vital strategic role in an integrated complex services business.Read the Whitepaper
In our recent blog post, we defined one of the most crucial – and most overlooked – roles: The Account Lead. As we discussed,….Read More