When the going gets tough, companies often get desperate. So it should be no surprise that during the coronavirus pandemic and the concomitant economic crisis, professional service firms (PSFs) have been chasing after all kinds of business just to keep the lights on. We see this over and over: consultancies, law firms, accounting firms, and the like offering services and signing up clients they should never have considered. This approach to shoring up billings is perilous.
Professional services firms exist in many different industries. They include lawyers, advertising professionals, architects, accountants, financial advisers, engineers, and consultants, among others. Basically, they can be any organization or profession that offers customized, knowledge-based services to clients.
In his influential book "Managing the Professional Service Firm," David Maister compares the professional services organization to a medieval craftsman's shop. [1] Today, just as in the Middle Ages, there are "apprentices" (junior managers or new hires), "journeymen" (mid-level managers or experienced professionals), and "master craftsmen" (senior partners or upper management). Some call these levels the "grinders," "minders," and "finders" of a firm, respectively.
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