Smart collaboration : how professionals and their firms succeed by breaking down silos
A Washington Post Bestseller
Not all collaboration is smart. Make sure you do it right.
Professional service firms face a serious challenge. Their clients increasingly need them to solve complex problems—everything from regulatory compliance to cybersecurity, the kinds of problems that only teams of multidisciplinary experts can tackle.
Yet most firms have carved up their highly specialized, professional experts into narrowly defined practice areas, and collaborating across these silos is often messy, risky, and expensive. Unless you know why you’re collaborating and how to do it effectively, it may not be smart at all. That’s especially true for partners who have built their reputations and client rosters independently, not by working with peers.
In Smart Collaboration, Heidi K. Gardner shows that firms earn higher margins, inspire greater client loyalty, attract and retain the best talent, and gain a competitive edge when specialists collaborate across functional boundaries. Gardner, a former McKinsey consultant and Harvard Business School professor now lecturing at Harvard Law School, has spent over a decade conducting in-depth studies of numerous global professional service firms. Her research with clients and the empirical results of her studies demonstrate clearly and convincingly that collaboration pays, for both professionals and their firms.
But Gardner also offers powerful prescriptions for how leaders can foster collaboration, move to higher-margin work, increase client satisfaction, improve lateral hiring, decrease enterprise risk, engage workers to contribute their utmost, break down silos, and boost their bottom line.
With case studies and real-world insights, Smart Collaboration delivers an authoritative case for the value of collaboration to today’s professionals, their firms, and their clients and shows you exactly how to achieve it.
Gardner, H. K. (2016). Smart collaboration: how professionals and their firms succeed by breaking down silos. Boston, Massachusetts: Harvard Business Review Press.Chicago / Turabian - Author Date Citation (style guide)
Gardner, Heidi K.. 2016. Smart Collaboration: How Professionals and Their Firms Succeed By Breaking Down Silos. Boston, Massachusetts: Harvard Business Review Press.Chicago / Turabian - Humanities Citation (style guide)
Gardner, Heidi K., Smart Collaboration: How Professionals and Their Firms Succeed By Breaking Down Silos. Boston, Massachusetts: Harvard Business Review Press, 2016.MLA Citation (style guide)
Gardner, Heidi K.. Smart Collaboration: How Professionals and Their Firms Succeed By Breaking Down Silos. Boston, Massachusetts: Harvard Business Review Press, 2016. Print.
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|245||1||0|||a Smart collaboration : |b how professionals and their firms succeed by breaking down silos / |c Heidi K. Gardner.|
|264||1|||a Boston, Massachusetts : |b Harvard Business Review Press, |c |
|300|||a xi, 250 pages : |b illustrations ; |c 25 cm.|
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|504|||a Includes bibliographical references and index.|
|520|||a Many professional service firms today face a serious dilemma. Clients are demanding more sophisticated service for complex problems that can only be delivered by interdisciplinary teams of experts. No one consultant or lawyer--or even one functional group--can guide a client through today's challenges, which often span technological, regulatory, economic, and environmental issues on an increasingly global scale. The problem is, most firms have narrowly defined practice areas and partners with specialized expertise. These siloed experts are often "stars" who have built their reputations and client rosters independently, not by working with peers. What's more, most firms have grown so large and so fast that their members can't even know--let alone trust--their colleagues around the world. In Smart Collaboration, Heidi Gardner shows that a much more profitable--albeit difficult--path is to push the firm toward cross-partner collaboration. Gardner, a former McKinsey consultant and Harvard Business School professor, now a fellow at Harvard Law School, has spent over a decade conducting an in-depth study of more than a dozen global professional service firms. In a research tour de force, she brings together time sheet records, financial information, and personnel records--literally millions of data points--to uncover the effect of interdisciplinary teamwork in the professional services field. The result: conclusive proof that collaboration pays, both for employees and for their firms. Moving group by group through the ranks of a typical firm, she offers powerful prescriptions for how leaders can foster collaboration, move to higher-end and higher-margin work, increase client satisfaction, attract and retain top-caliber talent, and improve their bottom line.-- |c Provided by publisher.|
|505||0|||a Introduction: Why collaborate? -- The business case for collaboration -- The people case for collaboration-- Collaboration and the solo specialist -- The seasoned collaborator -- Collaboration and the contributor -- Collaboration for ringmasters -- Looking sideways at collaboration-- Collaboration: yes, your clients care.|
|650||0|||a Professional corporations. |0 http://id.loc.gov/authorities/subjects/sh85107249.|
|650||0|||a Cooperation. |0 http://id.loc.gov/authorities/subjects/sh85032203.|
|650||0|||a Institutional cooperation. |0 http://id.loc.gov/authorities/subjects/sh2006007398.|
|650||0|||a Globalization. |0 http://id.loc.gov/authorities/subjects/sh99010179.|
|650||0|||a Interdisciplinary approach to knowledge. |0 http://id.loc.gov/authorities/subjects/sh85067232.|
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