This document discusses key trends and strategies for professional services firms. It identifies the main driving forces as technology, business models, commoditization, and changing social expectations. It emphasizes building high-value client relationships through aligning objectives, deepening understanding, and partnering for mutual benefit. The power of networks is explored, with the most connected individuals and organizations gaining advantages. Success levers include work structure, pricing, processes, capabilities, and business development. Strong leadership is needed to act as energizers who communicate a vision and connect people to enable information sharing and high-performance networks.

2. Strategy advisor

3. Keynote speaker

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

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

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

46. Potential share of client spend

47. Other revenue

48. Future revenue/profitability potential

51. Intensity of competition

52. Sales/ relationship effort

53. Quality of current relationship

54. Cultural fit

56. Next years revenue

57. Share of client spend

58. Profitability

61. New product penetration

62. Presence on panel

63. Satisfaction levels

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

76. Understanding of those capabilities

77. Confidence in those capabilities

78. Personal trust

80. Creating happy accidents

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

88. Partner time allocation

89. Client selection and migration

91. Breaking work into small, defined tasks

92. Select tasks done externally

94. Using technology to streamline work

96. Service expertise

98. Meaningful, visible career path

99. Delegating effectively

101. Initiatives to grow work from existing clients

102. Investment in relationships

104. Packaged pricing

106. Network leadersshow how to create value together

107. Characteristics of network leaders What’s visible Behaviors Beliefs Values

109. Contribution to a better world

110. Honesty

112. People are interesting

113. Everyone can win

114. Most people are trustworthy

116. Listening

117. Communicating a vision

118. Seeking contributions

119. Acknowledging contributions

120. Focus on the person

121. Avoid miscommunication

123. The great connector

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