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Leading Professional Service Firms—Virtual

  • USD 15,700

  • online
  • United States (Boston) |
  • Date not specified
  • Certificate

As entry barriers rapidly disappear, competition is accelerating and reshaping the business landscape for professional service firms. Navigating this continual change successfully requires extraordinary leadership abilities. This live online program provides the frameworks you need to develop and retain talent, deliver outstanding client service, and build a flexible corporate culture that can exploit disruptive innovation and market trends.

 

Program Benefits

In this virtual program led by multidisciplinary HBS faculty, you will expand your ability to satisfy clients and motivate staff, build a strong vision and implement an effective firm strategy, and employ the fiscal discipline to maintain a sound bottom line and maximize enterprise value.

  • Design and implement effective operational strategies that drive growth and profit
  • Attract, develop, and retain talented professionals
  • Become a more effective, impactful leader
  • Expand your personal and professional network

 

Who Should Attend

  • Leaders who define and execute strategy for firms and organizations that provide services and who serve in roles such as chief executive officer, general manager, principal, partner, or head of an office, business unit, or practice
  • Participants may be responsible for accounting, architecture and engineering, marketing and advertising, venture capital, investment banking, software development, technical systems integration or law firm management, or may represent a hospital or university
  • May also be suitable for: Past participants who attended the program before 2017, when the curriculum was substantially revised and expanded

 

Faculty

Thomas J. DeLong
Senior Fellow
Das Narayandas
Edsel Bryant Ford Professor of Business Administration
David G. Fubini
Senior Lecturer of Business Administration
Ashish Nanda
Robert Braucher Professor of Practice

*Program faculty is subject to change

Curriculum

Managing talent

  • Why are so many firms about 30 years behind in their appreciation of human capital and talent management?
  • What are the warning signs of talent problems?
  • What is your talent strategy—where are you going and how will you get there?
  • How can you employ big data and artificial intelligence in recruiting and managing talent?
  • How are compensation models changing—and what does that mean for your organization?

Managing teams

  • How do you get individual contributors to work effectively in teams?
  • How do you ensure collaborative behavior while promoting individual responsibilities?
  • What is the difference between visible and hidden teams—and why does it matter?
  • How do you leverage your time and energy more effectively when managing others?
  • How can you be more effective and also have a life outside of work?

Managing attrition

  • How should you respond to poor engagement scores?
  • Is it enough that your engagement scores remain the same?
  • Are you avoiding the tough conversations that you need to have?

Leading with impact

  • What does it mean to be an authentic leader?
  • Would your team choose you as their boss?
  • How can you make a difference in the lives of the people you lead? How will that affect their leadership style and the future of the firm?
  • How will you lead change? Can you really change yourself, an organization, and an industry? Why do smart professionals resist change?

Professional service firms and governance

  • Why are partnerships being used more often as organizing and governing structures?
  • How has global firm management changed over the past few decades?

 

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