- Common Characteristics of Successful Firms
- It's Not All Good News
- The Broderick PSF Leadership Model
This chapter is from the book
This chapter is from the book
This chapter is from the book
The Broderick PSF Leadership Model
We identified ten management areas of focus that we hypothesized were at the top of the leadership agenda in professional services. We started with the traditional McKinsey 7-S Framework for organizational structure, shown in Exhibit 1.1, as the foundation of our study. We planned to develop the questions around each of the seven variables in the model. But based on discussions with our research advisory panel and the initial group of interviewees, we redesigned the framework to reflect several important areas of focus that are both critical and unique to professional service firm management.
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Exhibit 1.1 The McKinsey 7-S Framework ©
In the end, we expanded the variables from seven to ten, kept some of the S's, and added some P's and one F to create the Broderick PSF Leadership Model, shown in Exhibit 1.2. We determined that the original atom figure of the McKinsey model was the best way to visually depict the importance of organizational interdependence and the need for alignment around each of the ten variables. As in the McKinsey model, our research validated that shared values, along with a shared vision and culture, are the nucleus of every successful professional service firm.
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Exhibit 1.2 The Broderick PSF Leadership Model ©
To keep the firm operating at maximum strength, leadership must constantly monitor and tinker with each of these critical pieces of the organizational puzzle. But even the best firms in the business can find themselves out of alignment at certain periods in their life cycle. And virtually all of the leaders interviewed admitted that many areas of their organization need attention and improvement. The key is maintaining a vigilant focus on the firm's vision, values, and culture—the anchor and core of every successful professional service firm.