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1. Silo Syndrome
The advantages of keeping multiple offices open after a merger include retention of quality talent and access to a larger pool of clients. For firm leaders managing across geography for the first time, however, they should prepare for new challenges. Too often, remote offices either become the focus of blame or the focus of envy. In the interests of autonomy, a remote manager or partner may be left on an island of leadership in which decisions are not always made for the best interests of the whole firm. This is most likely to occur when an accounting firm is acquired and a partner of the former firm is placed in charge. Be sure to integrate the leadership team of each office into a larger discussion and agreement on firm vision, best processes, branding, team oversight and revenue goals. Do it quickly and as often as possible.


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