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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

Published in: Business, Technology

Workshop: Creating the Future of Professional Services

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

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