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The Professional Services Firm Bible

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If you assessed the available books on the topic of managing professional
service firms, you probably arrived at the same conclusion we did about a
year ago. You can find over a hundred books on the topic. Ninety-five percent
of these books are written for the independent consultant who wants to
learn how to incorporate, how to develop a proposal, how to sell themselves,
and how to individually deliver a project to a client. The other 5 percent of
the published books target the executives of large, national consultancies
with thousands of consultants/employees. There were no books available to
help the professional service firm with anywhere from 2 to 1,000 professionals.
Yet, almost 75 percent of all professional services companies are in
this group. In the books for independent consultants, you learn the basics
(e.g., how to act on the client site, what the start-up costs are). In the books
for large consultancies, you learn how to expand internationally or about
developing philosophies. In this book, you learn how to grow an existing
firm. You learn at what points you need to make decisions such as adding
administrative support, opening another office, building another service
line. You learn how to determine what is the best sales organization structure
for your firm. You learn what information systems you need to build
and when. This book is for the growing consulting company and its associates
and management.

The bulk of our consulting experience has been in the technology consulting
and management consulting fields. We have had interesting consulting
problems involving 50,000-, 2,000-, and 500-person consulting organizations.
Significant input in this book has come from lawyers, accountants, doctors,
and many other professionals. The contributing authors have varied and successful
professional services backgrounds. This book consolidates the best
practices for the mid-size consulting company. We have observed consistent
patterns of success and failure in consulting and have been fortunate enough
to survive them. The main goal of any professional services company is to
add enough value to your clients that they will pay you enough to cover your
costs and make a decent profit. We have captured the lessons learned and
the tools, techniques, and practices that can help a professional services firm
as it grows to include more and more professionals.
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