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Workshop: Creating the Future of Professional Services

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Slides to Ross Dawson's keynote workshop at DFK International's annual conference in Maui, Hawaii

Slides to Ross Dawson's keynote workshop at DFK International's annual conference in Maui, Hawaii

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  • 1. Creating the Future
    of Professional Services
  • The weightless economy
    Source: US DoC;
    Cap Gemini Ernst & Young
  • 5.
  • 6.
  • 7. Taking diverging paths
  • 8. Not keeping pace
  • 9. Finite players play within boundaries
    Infinite players play with boundaries
    - James Carse
  • 10. Driving Forces
    High-Value Relationships
    Power of Networks
    Levers of Success
    Leadership
  • 11. Driving Forces
  • 12. Technology
    Business
    EXPONENTIAL
    DRIVERS
    COMMODITIZATION
    EXPECTATIONS
    Society
  • 13. Technology
    Business
    EXPONENTIAL
    DRIVERS
    COMMODITIZATION
    EXPECTATIONS
    Society
  • 14. Machines overtaking man
  • 15. You will be recognized
  • 16. The rise of digital information
    Source: The Diverse and Exploding Digital Universe, IDC
  • 17. Intelligent pills
  • 18. Wherever you go
  • 19. Technology
    Business
    EXPONENTIAL
    DRIVERS
    COMMODITIZATION
    EXPECTATIONS
    Society
  • 20. The global modular economy
    Image credit: Ssppeeeeddyy, http://www.flickr.com/photos/wild_speedy/4177007117/
  • 21. Modular service delivery
  • 22.
  • 23. Transparency drives business relationships
  • 24. Speed to market is the heart of competition
  • 25. Technology
    Business
    EXPONENTIAL
    DRIVERS
    COMMODITIZATION
    EXPECTATIONS
    Society
  • 26. We
    expect
    more
  • 27. The next billion middle class
    Million people
    Annual income US$
  • 28. More money and more refined taste
  • 29. Changing attitudes to
    sharing information
  • 30. Accountability for everything
  • 31. The search for meaning
    Photo credit: NASA
  • 32. Technology
    Business
    EXPONENTIAL
    DRIVERS
    COMMODITIZATION
    EXPECTATIONS
    Society
  • 33. Themes for professional services
    Client sophistication
    Governance
    Connectivity
    Transparency
    Modularization
    Globalization
    Commoditization
  • 34. High-Value ClientRelationships
  • 35. A relationship is a process
    How do you create continued positive momentum in a relationship?
    There is no such thing as a static relationship….
  • 36. Spectrum of relationship styles
  • 37. Client leadership
  • 38. Relationship team leadership
    Objectives:
    Consistent client communication/ client sees and accesses one firm
    Deeper client knowledge/ identify opportunities
    Client leadership
  • 39. Types of service delivery
    • Black-box: client receives an outcome, but is left none the wiser: readily commoditized and little scope for client interaction
    • 40. Knowledge-based: client and professional collaborate, integrate their specialist knowledge, develop mutual knowledge: far greater value, and drives interaction and a strong relationship
  • Building the virtuous circle
  • 41. Relationship leader roles
    Client
    Leadership
    Relationship
    Team
    Leadership
  • 42. Stages of relationship development
    Aligning
    Deepening
    Partnering
    Engaging
  • 43. Activities of the relationship stages
  • 44. Relationship strategy process
    Engaging
    Aligning
    Deepening &
    Partnering
  • 45. Assessing client potential
    Direct value
    Current revenue and potential
    • Current revenue/profitability
    • 46. Potential share of client spend
    • 47. Other revenue
    • 48. Future revenue/profitability potential
    • 49. Increase in client spend or share
    of spend
    Indirect value
    Other revenue
    • Flow-on business from other sources
    Strategic fit
    • Reputation enhancement
    • 50. Enter desired new client industries
    and product/service markets
    • IP and new/ enhanced capabilities
    +
    Relationship investment
    • Ability to provide superior value
    • 51. Intensity of competition
    • 52. Sales/ relationship effort
    • 53. Quality of current relationship
    • 54. Cultural fit
    • 55. Stability of client revenue/ client risks
  • Relationship objectives
    360º Relationship Objectives
    Financial
    • Current year revenue
    • 56. Next years revenue
    • 57. Share of client spend
    • 58. Profitability
    • 59. Direct flow-on business
    Strategic
    • Enter desired new industry
    • 60. Enter desired new product/
    service markets
    • IP and capability
    development
    • Reputation/ positive media
    Relationship
    • New client contacts
    • 61. New product penetration
    • 62. Presence on panel
    • 63. Satisfaction levels
    • 64. Referrals
  • What steps will get you there?
  • 65. Power of Networks
  • 66. Networks everywhere
  • 67. It’s a small world...
  • 68. Who does this man know?
  • 69. Who is the most connected?
  • 70. How organizations
    really work
  • 71. Gaps in communication
  • 72. Networks in client relationships
  • 73. The value of boundary spanners
  • 74. How networks drive professional services
    Capabilities
    Opportunities
    DFK Group
    Client
  • 75. Bringing together expertise
    • Awareness of capabilities
    • 76. Understanding of those capabilities
    • 77. Confidence in those capabilities
    • 78. Personal trust
    • 79. Action!
  • The reality of organizations
    Competent
    Jerk
    High
    Lovable
    Star
    Competence
    Lovable
    Fool
    Incompetent
    Jerk
    Low
    High
    Low
    Likeability
  • 80. Creating happy accidents
  • 81.
  • 82. Types of personal networks
    1. Knowledge
    2. Innovation
    3. Clients
    4. Prospects
    5. Colleagues
    6. Professional peers
    7. Business partners
    8. Community
  • 83. Levers of Success
    Flickr Credit: Irargerich
  • 84. Professional service models
    Adapted from Maister, 1996
  • 85. Professional service models
  • 86. The levers of success
    Work
    structure
    Pricing
    models
    Processes
    Business
    model
    Business
    development
    Capabilities
    Team
    development
  • 87. Business model
    • Leverage ratio
    • 88. Partner time allocation
    • 89. Client selection and migration
    • 90. Partner and staff remuneration
  • Work structure
    • Defining workflow
    • 91. Breaking work into small, defined tasks
    • 92. Select tasks done externally
    • 93. Setting roles and ‘decision rights’
  • Processes
    • Making activities reproducible
    • 94. Using technology to streamline work
    • 95. Using ‘cloud’ to collaborate with clients and partners
  • Capabilities
    • Breadth of products and services
    • 96. Service expertise
    • 97. Industry expertise
  • Team development
    • Training
    • 98. Meaningful, visible career path
    • 99. Delegating effectively
    • 100. Sharing knowledge
  • Business development
    • Campaigns to generate new clients
    • 101. Initiatives to grow work from existing clients
    • 102. Investment in relationships
    • 103. Greater visibility and public engagement
  • Pricing models
  • Leadership
  • 106. Network leadersshow
    how to create value together
  • 107. Characteristics of network leaders
    What’s
    visible
    Behaviors
    Beliefs
    Values
  • 108. Characteristics of network leaders
    What’s
    visible
    Behaviors
    Beliefs
    Values
    Values
  • Characteristics of network leaders
    What’s
    visible
    Behaviors
    Beliefs
    Values
    Beliefs
    • Relationships matter most
    • 112. People are interesting
    • 113. Everyone can win
    • 114. Most people are trustworthy
    • 115. Uncertainty is an opportunity
  • Characteristics of network leaders
    What’s
    visible
    Behaviors
    Beliefs
    Values
    Behaviors
  • Network leaders
  • 123. The great connector
  • 124. Research shows high-performers…
    Are NOT:
    Smarter
    More expert
    More organized
    More social
    More motivated
    More creative
    More risk-oriented
    More technology-oriented
    They:
    • Actively build networks
    • 125. Learn and develop relevant expertise
  • High-performance networks
    Awareness
    Diversity
    Investment
    Visibility
    Dynamic
  • 126. Enabling information sharing
    Open
    Proprietary
    Trusted
    Proprietary
  • 127. Are you an energizer?
  • 128. How to be an energizer
    Have and communicate a compelling vision
    Seek and acknowledge quality contributions
    Make and fulfill commitments
    Be a connector!
  • 129. Driving Forces
    High-Value Relationships
    Power of Networks
    Levers of Success
    Leadership
  • 130. We have a choice