Fachartikel
Performance vs potential in talent management
Potential vs performance: why strong performance today does not fully explain suitability for a future role, and what talent management must distinguish.
Read moreAudit and tax advisory firms
Linking the development of knowledge-intensive services with leadership, roles and collaboration.
Questions to start with
How is the firm’s future direction decided jointly?
Which roles combine professional responsibility and leadership?
Where does the firm need to plan succession and development ahead?
Professional expertise is the foundation of the firm’s work. At the same time, how a firm develops depends on how partners, management and teams set priorities, share knowledge and take responsibility. These organisational questions are where our consulting starts.
- Agree on a shared direction
Which clients, services and capabilities should define the firm in future? Strategy work brings together the views of the leaders in charge, client requirements and what the organisation can do.
- Clarify professional responsibility and leadership
Specialist and leadership roles may have different tasks. Looking at them together shows where expectations, decisions and development need to be better aligned. Professional and regulatory judgements stay with those responsible.
- Prepare succession and capability building
Key roles need timely development and knowledge transfer. Talent management and learning architectures can provide a framework for this. Future appointments are tied to the firm’s strategic requirements.
Define the engagement
With audit and tax advisory firms, we start with organisational questions that can be checked: which strategic decision is due, which roles carry it, and where do current communication or decision paths get in the way of implementation? Our approach looks at the professional work and the organisational conditions together. In an actual engagement, professional regulations, client relationships and responsibilities are clarified with the people involved.
Insights for your questions
Fachartikel
Leadership systems: leadership as an organisational function
Leadership as an organisational function: how roles, expertise and the six tasks of the leadership wheel turn uncertainty into shared decisions.
Read more
Fachartikel
Employer branding that matches everyday working life
How the employee value proposition, actual employee experience and communication come together to form a credible employer brand that holds up day to day.
Read more
Other organisations we work for
- Family businesses and business families
- Mid-sized companies (Mittelstand) and Hidden Champions
- Industrial and technology companies
- IT service providers and software companies
- Engineering and development service providers
- Technical B2B distribution and wholesale (PVH)
- Municipal utilities and infrastructure companies
- Public sector organisations
- Educational institutions and education authorities
Frequently asked questions
How do audit and tax firms prepare succession and capability building?
Key roles need timely development and knowledge transfer. Talent management and learning architectures can provide a framework for this, and future appointments are tied to the firm’s strategic requirements. Which clients, services and capabilities should define the firm in future is agreed with the leaders in charge during strategy work, before decisions on development and appointments are made.
Where does consulting for an audit or tax firm start?
With the specific strategic or organisational decision and its mandate: which decision is due, which roles carry it, and where do current communication or decision paths get in the way of implementation? We look at the professional work and the organisational conditions together. We have no documented case study of our own in this sector; the consulting questions are documented, but we promise no results.
Who assesses professional and regulatory requirements?
The people responsible for them within the firm. Professional and regulatory judgements stay with them; in an actual engagement, professional regulations, client relationships and responsibilities are clarified with those involved. transformis works on the organisational questions: priorities, knowledge sharing and responsibility between partners, management and teams.
How does a firm agree on a shared direction?
Strategy work brings together the views of the leaders in charge, client requirements and what the organisation can do. Specialist and leadership roles may have different tasks; looking at them together shows where expectations, decisions and development need to be better aligned. How the firm develops depends on how partners, management and teams set priorities and share knowledge.
Prefer to talk directly?
In an initial conversation, we clarify which decisions are coming up and which perspectives the next stage of work needs.
Jan-Niclas Bockard
Director | Chief Operating Officer (COO) and Head of corporate strategy competence team
Your initial call
Let’s talk about your situation and what you want to develop in your organisation.
- Your situation
- What brings you to us
- Possible next steps