Strategy Archives - Sebastian Hartmann

March 3, 2023

A Transformation Roadmap for Professional Services and Capital Markets Firms

For today’s professional services and capital markets firms, migration to more advanced digital operations is no longer an option; it’s table stakes.
Leading firms across legal, accounting, consulting, investment banking, and private capital markets are leveraging technology in truly transformative ways — empowering their professionals, exploring new business models, and gaining a competitive edge along the way.

April 28, 2020

The Invisible Threat to “Traditional” Law Firms, Consultants and other Professional Services Firms

Is the next generation of competitors even visible to a traditional lawfirms or the providers of consulting, tax or accounting services?

Many established players seem to have a hard time recognizing the underlying shifts in the market, which can be observed upon closer inspection of demand and spend patterns of professional services‘ clients. Or in other words: They are invisible – unless firms truly listen to clients, tune into the technological change and embrace the emerging digital future and opportunities across the professions and beyond.

January 24, 2020

Innovation Evidence: How to Keep the Innovation Engine Running in a Professional Services Firm

For 2020 we expect the pace of Digital Transformation and client-centric innovation to increase a lot across ProfessionalServices, especially legal, consulting, accounting and marketing services.

Leaders and managers need to be able to prioritize innovation efforts strategically and demonstrate to their fellow partners the continued need for investment, the returns and the strategic progress within the specific environment and portfolio situation of their firm.

September 23, 2019

Can Old Dogs still learn New Tricks? Towards the Next Gen Playbook for Managing Professional Services

The inherited recipes for growth and profitability are eroding as the input-oriented models of traditionally fuzzy knowledge-based services are being replaced by throughput- or output-based compensation for much more client focused and increasingly digital solutions. Leaders and managers in charge of professional service firms need to adjust their management playbook in order to remain relevant in the next generation of professional services. But where to begin?

September 2, 2019

Can you bend that way? Revisiting the Ambidextrous Organization for Managing Innovative Professional Services today

„Success in the past always becomes enshrined in the present by the over-valuation of the policies and attitudes which accompanied that success“. Finding the right updated and best fit organizational guardrails for innovation must be a key focus for professional service leaders. A key concept to achieve this: Ambidexterity. Let’s take a look at it …

August 27, 2019

Managing for Firm Value will set the Tone for the Future of Professional Service Firms

In order to unlock scalable growth, professional services firms must shift management attention from dividend payouts to firm value – a fundamental and necessary shift in the financial management mindset of Professional Service Firms (PSFs).

June 15, 2019

The Data Race towards Next Gen Professional Services is on …

We see professional services clearly pushing into „everything-as-a-service“ and generally much more „digital“ approaches to delivering their expertise and value. This has created a renewed and even greater appetite for data than ever before – and not just their clients‘ data, but their very own data: But herein lies the challenge for them…

June 11, 2019

Navigating your Firm’s Future: Strategic Management for Next Generation Professional Service Firms

“You can’t manage, what you can’t measure” – and the #solution view is here to stay as a key business object for #ProfessionalServiceFirms, which needs at least the same kind of management attention as the two core traditional “business objects”, clients and human resources.

May 2, 2019

Ignite the Next Level of Growth: Business Model Evolution in Professional Services

Traditional business models for professional services are about to expire.
Both established and new players venture into new ways of delivering tangible value to clients and finding smarter ways to charge clients for their work – or rather: the value delivered.

Sebastian Hartmann

Next Generation Management for Professional Services

Tag: Strategy