Practice structure

I don’t think that more than a quarter of the people who ever worked for me assumed “ownership” on what they worked on. The rest did their jobs well, delivered to us what we wanted, but we always needed to put that finishing touch on it.

Last month an accountant called me with a serious problem he had with his staff. It seems his two top staff people were not keeping him informed of what they were doing and the status of their work.

I was once asked, “Why is growth important?” My short answer was it comes down to perspective. Do you want your firm to be relevant and be a disruptor, or do you want your firm to be irrelevant and be disrupted? Without growth, your firm will certainly be the latter.

Many colleagues and clients get tangled in the daily merry-go-round that consumes much of their time while pushing aside creative, innovative and big picture thinking about their business, how they got there and where they are going.

Chris Geier has been watching what is going on at Deloitte and wondering who the next leader will be.

The New York-based Top 100 Firm has been undergoing some major changes since Harriet Greenberg and Frederick Berk took the helm at the beginning of 2017.

A battle over who should be Deloitte LLP’s next U.S. chief raises awkward questions about the governance of Big Four partnerships.

Peter Weitsen and I started our practice, MendlowitzWeitsen LLP, on July 1, 1988. My life has been enriched every moment of our partnership, which continues even now as part of WithumSmith+Brown, PC.

What happens when your firm isn’t clicking on all cylinders?