A multi-stage model of governance in ... - Cass Knowledge
A multi-stage model of governance in ... - Cass Knowledge
A multi-stage model of governance in ... - Cass Knowledge
Create successful ePaper yourself
Turn your PDF publications into a flip-book with our unique Google optimized e-Paper software.
<strong>Cass</strong> Centre for Pr<strong>of</strong>essional Service Firms – Work<strong>in</strong>g Paper 004 - 2010<br />
This was the context <strong>in</strong> which the CEO and Chairman approached the annual global<br />
partner retreat. The perceived attempt to move towards a ‘Corporate’ style <strong>of</strong><br />
<strong>governance</strong> was about to provoke a crisis <strong>of</strong> Disconnection.<br />
The 500 partners gathered <strong>in</strong> a ballroom at the conference hotel. From the start <strong>of</strong><br />
the event, partners objected to the overall design and format <strong>of</strong> the meet<strong>in</strong>g, which<br />
they deemed to be too highly structured and ‘<strong>in</strong>fantiliz<strong>in</strong>g’. They were asked to sit <strong>in</strong><br />
small groups at round tables and given set periods <strong>of</strong> time to work together on<br />
allocated tasks before report<strong>in</strong>g back to the meet<strong>in</strong>g. External facilitators were<br />
brought <strong>in</strong> to lead the discussion and partners were asked to record their thoughts on<br />
flip charts. While this approach is relatively common at corporate <strong>of</strong>f-site meet<strong>in</strong>g, it<br />
was a novel approach for the partners. As owners to the firm they expected extensive<br />
time to debate the topics that they deemed to be important.<br />
The first task they were set was to consider the <strong>in</strong>troduction <strong>of</strong> a partner appraisal<br />
programme, proposed by senior management. The Chairman and CEO believed that<br />
a standardized and transparent system would ensure fairness and consistency <strong>in</strong> the<br />
treatment <strong>of</strong> partners across the global network, and was preferable to the exist<strong>in</strong>g<br />
approach which relied upon <strong>in</strong>formal discussions between partners and practice<br />
heads.<br />
The reactions <strong>of</strong> the partner group to this <strong>in</strong>itiative were <strong>in</strong>tense.<br />
My table said: we th<strong>in</strong>k this is unacceptable, this is someth<strong>in</strong>g that we should be<br />
reject<strong>in</strong>g straight away…The next table stood up and said the same th<strong>in</strong>g. There<br />
31