tag:blogger.com,1999:blog-22277549.post953476938212163156..comments2023-08-25T03:39:09.015-04:00Comments on Inside the Firm of the Future: Power and Accountability: Take Two of These and Call Me In The Morning!Christopher Marstonhttp://www.blogger.com/profile/11091974667607891404noreply@blogger.comBlogger3125tag:blogger.com,1999:blog-22277549.post-65583660823617458102010-03-05T08:42:59.779-05:002010-03-05T08:42:59.779-05:00Great post very interestingGreat post very interestingAlexanderhttp://www.snapperrecruit.com/features/onlineTimesheets.aspnoreply@blogger.comtag:blogger.com,1999:blog-22277549.post-12706174104654992182008-11-22T17:40:00.000-05:002008-11-22T17:40:00.000-05:00Hi William. Thanks for your question. You are ri...Hi William. Thanks for your question. You are right that at an established firm this would be difficult. Many firms are bringing in executives out of necessity, but be not fooled -- they are NOT giving them the authority they really need to do their job. Exemplar has taken great care to instill in our culture the significance of having the RIGHT people do the RIGHT job. That being said, it is such a basic business principle that, as logical as it is, still does not overcome the emotion in most partnerships -- the need to retain power. They rationalize it until their blue, but reality is that they will not give up the power. Thanks for your contributionChristopher Marstonhttps://www.blogger.com/profile/11091974667607891404noreply@blogger.comtag:blogger.com,1999:blog-22277549.post-14757439544578726512008-02-12T09:46:00.000-05:002008-02-12T09:46:00.000-05:00Chris,I understand your position on power and acco...Chris,<BR/><BR/>I understand your position on power and accountability, but how would you suggest implementing this in an established firm? It would be difficult to convince partners to give up power to a new COO or CMO, in hopes that they (the partners) would understand this is in the best interest of the firm. If we are looking at established firms with the “mostly old white guys,” then how can you move away from the established model, which, in many instances, has brought them great success—albeit at the expense of their junior associates? I believe that this ties into what you are doing with your company, which although I think is great, I am unsure how this could work at a large scale, established firm. <BR/><BR/><BR/>WilliamAnonymousnoreply@blogger.com