younger employees should have more say in the firm’s vision than those about to retire.
by carrie steffen
the need for additional capital to fund technology (among other things) is compelling leading firms to focus on better integration of the growth function into the overall management of the firm.
more: 2020 outlook: making volume manageable | more engagement, less ‘efficiency’ | non-traditional hires might be the answer | focus on business development | innovate and anticipate | balance advisory and compliance | talent shortage drags on | demand is high | business development goes borderless | data import on the rise | becoming the most valuable advisor | top three tips for 2020 success | where do you want to be? | dicey disruptions | upstream mergers | staffing gets creative
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the previous growth model consisted one or two rainmaking partners creating most of the opportunities with the support of tactical marketing managers or directors supporting the effort through event coordination, sponsorships, branding, online marketing and other positioning tactics. marketing lived in a separate bucket from other areas of the practice.
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