“Back to clients!” should be the rallying cry of all professional service firms. Given the current situation – with financial assets melting away like snow on a hot day at major corporations, financial institutions, and insurance companies –, clients, along with human-resources assets (which we won’t be discussing here) are...

The great problems of operational or functional Directions mostly require the setting up several competences. Whether with the assistance of a "full service" firm, or by cumulating several professional services firms, it is important to grasp the notion that integration within the internal teams of the company is essential....

The merger of professional services firms is a complex process mixing competences, human relations, technology, marks, cultures, values and client strategies. In order to do this, the professional services firm must meet two objectives at the same time: (1) to ensure the success of merger, (2) to continue to ensure customer...

First of all, a foremost principle is essential. The client relationship does not stop at the end of a file or a mission. The relationship with a client in the broad sense must be included/understood in a temporal logic "before, during, after" in order to structure the various actions of development and consumer...

Aimed at professionals (auditors, lawyers, accountants, business bankers, consultants, capital investors, notaries....), in individual liberal profession, as an averaged size firm, or international firm, Olivier Chaduteau’s book, managing partner of Day One, offers tracks of reflexion, methodologies, but also concrete examples...

Formerly known under the name of Directive Bolkestein, the Directive Services, in its second version, was approved by the European Parliament, after two years of work, in first reading. The previous driving principle, namely the principle of the country of origin, "was removed from the article which carries on the freedom of...

"Certain firms have an illegible offer". This was Jean-Luc Placet's (President of Syntec Conseil) warning in the daily newspaper the Platform on December 16, 2005. This observation applies just as easily to the law firms as it does to certified public accountant firms. Indeed, there is a plethora of competing firms today for...

The summer approaching is always the moment for professional services firms to think, create, launch its internal strategic contemplation seminar between partners, often called "partners' meeting", "off-site meeting", "partners' retreat", "partners away day", "outing"... Indeed, the development of a professional services firm...

Considering the intangible character of services and intellectual services, defining the price of a mission has proven relatively delicate. In an extremely competitive environment, a morose economy and increasingly demanding clients, well informed, professional, even setting up, for the bigger groups, “Buyer” directions...

The daily activity of a professional services firm depend on the rate of “billable” or "chargeable" hours, and on the other hand “non-billable” or “non-chargeable” hours. All this resting on a simple axiom: "all that is billable is important thus consists in invoicing a client, the remainder being secondary and little or not...