Managing The Professional Service Firm (Paperback)

~ (Author) "One of the most interesting discoveries in my consulting work has been the fact that (apparently) every professional service firm in the world has the..." (more)
Key Phrases: service quality program, partner compensation, attracting new clients, Goldman Sachs, Solving the Underdelegation Problem, Guru Associates (more...)

Editorial Reviews

Review

James L. Heskett Professor, Harvard Business School; co-author of Service Breakthroughs David Maister's name is synonymous with the latest thinking in professional service firm management. This book suggests why. -- Review

Review

Frederic W. Gluckformer managing director, McKinsey & CompanyImportant reading -- not just for managing partners, but for new associates.

Tom Petersauthor/co-author of In Search of Excellence, Thriving on Chaos, and Liberation ManagementThe professional service firm is the best model for tomorrow's organization in any industry. When it comes to understanding these firms, David Maister has no peers.

James L. HeskettProfessor, Harvard Business School; co-author of Service BreakthroughsDavid Maister's name is synonymous with the latest thinking in professional service firm management. This book suggests why.

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Product Details

• Paperback: 384 pages
• Publisher: Free Press (June 9, 1997)
• Language: English
• ISBN-10: 0684834316
• ISBN-13: 978-0684834313
• Product Dimensions: 9.2 x 6.1 x 1.1 inches
• Shipping Weight: 1 pounds (View shipping rates and policies)
• Average Customer Review: 4.9 out of 5 stars  See all reviews (56 customer reviews)
• Amazon.com Sales Rank: #3,854 in Books (See Bestsellers in Books)

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Customer Reviews

Most Helpful Customer Reviews

33 of 33 people found the following review helpful:

5.0 out of 5 stars An utterly excellent guide to managing a consultant firm, January 12, 2001

By	Rune Antonsen (Norway) - See all my reviews (REAL NAME)

If you have ever worked in, been a partner or managed a consultancy firm, this book will not only answer a lot of your troubling questions, it will also explain matters that you did not know the questions to - just the obnoxious frustration of something that was not working.

It is with incredible ease, yet depth and understanding that David H. Maister plough through the important issues that concerns not only managing partners in a consultant company, but anyone who wants to climb up the ladder. He explains why you got to balance your workcrew (juniors up to partners) and why it is so vitally important to mix people on the right combination of projects (brains, grey hair and procedure projects) as this builds up the firm's human capital, and provides the means and profitability to continue to grow steadily. I could go on but space does not allow me to. This book is not filled with theoritical babble but practical and useful information, no - knowledge and experience!

The book is divided into seven parts (personal highlights inside brackets): basic matters, client matters (quality work does not mean quality service!), people matters (building human capital, the motivation crises), management matters (creating a strategy), partnership matters (the art of parner compensation), multisite matters (the collaborative firm, hunters and farmers, etc.) and asset management. All in all it comprises of 32 chapters.

You won't find many books that explains service business any better than this one. I know because I went searching.

18 of 19 people found the following review helpful:

5.0 out of 5 stars The top book on the subject, March 31, 2005

By	therosen "therosen" (New York, NY United States) - See all my reviews

This is the top book on the subject, by the one author who specializes only in the niche of Professional Services Firms. There are numerous tactics in the book for improving one's practice, but it is a couple theoretical points that have the most value.

First, the book describes the pyramid nature of the professional services firm, describing how the profitability of a firm is derived. (A partner bills out the pyramid below him) Therefore, the two drivers for profitability of a partner are how much he can bill his (or her) people out for, and how big the pyramid beneath her (or him) is. There are many tactical points presented for improving these, but it really helps focus the energy of the partner to think about the two main drivers. What about growth? In and of itself, adding partners with their own pyramids will not help the profitability of other partners.

What good is growth, then, if it doesn't drive profitability? Growth is needed to encourage top employees to stay with the firm. A firm that is growing 10% a year has many more opportunities than one growing 5% a year. This counterintuitive idea (growth is more important for career advancement than size) is a great cue for picking the right place to work. If the growth stops, it is time to move on.

The book is near timeless - perhaps the only way time has passed it by is in the ownership structure of professional services firms. At this point in time, many (most?) top consulting and financial services firms are public. Does this change the assumption that growth no longer benefits the shareholders?

Any employee or leader of a professional services firm is well advised to read it!

17 of 18 people found the following review helpful:

5.0 out of 5 stars Consummate Consulting Guide, March 15, 1999

By A Customer

Maister does a great job of summarizing the rules, objectives, and pitfalls of most service organizations. This was required reading (perhaps still is) for Andersen Consulting managers. It is very easy to read and can be put to use immediately.

Some of the basic issues that plague service firms are raised without a proposed fix. Partner billable hours is the metric that drives short term thinking. It would seem that Partner profit would be the better metric.

An Outstanding book that is applicable to law, medical, technology, and strategic service firms.