Making Work More Human - A Q&A with ex-KPMG Partners 11/6
What made you stick with a big four until partner? Obviously bad days & good days but what motivated you through it all?
We will stop for now as it is late. Thanks everyone for the questions and for sharing your views with us. We know the changes we want are not to easy but we will push for them anyways.
On the human part, what do you envision providing to new parents if you expand in the US? Specifically talking paid leave for both parents.
I am still in the office answering your questions and really enjoying it (it is 9 pm in London!). Does it count as long hours?
Let's talk numbers. Culture is nice, but how much will you be paying per level, what are utilization/revenue targets and how much anticipated sales do you have to be able to pay employees.
We will be expanding to the US next year. Keeping in mind we are deals focused, where do you think we should have our first 3 offices?
Let’s us know what one thing you would change tomorrow that would significantly improve your job life?
Has there been much difficulty getting your new firm off the ground because of non-compete-like agreements with KPMG? Difficulty in terms of both attracting talent and building a book of business
A lot of senior leadership say "trust the process". Where is the line between trusting the process and submitting to bad behavior?
Love the vision. What has the client reception been like? Seems like it would nurture more relatable consultants, attuned to actual client needs.
Would you have your employee’s back when the client turns nasty due to their insecurities and internal politics? How do you resolve such situations?
What are your thoughts on the high utilization rate goals for SC/C/As? Seems like a terrible system to make junior practitioners accountable for what they have no control over
We support leaders to change (or reconsider) their behaviours to promote mental wellbeing in the workplace. Very challenging so far. Would love to hear about other experiences of leadership culture.
Why in consulting leaders feel proud to mention that they work 60-80 hours a week ? It’s common to hear “ I didn’t had my breakfast today “ or “ I slept at 4”
Don’t all organisations go rigid once they grow big and the original founders move away? How can one ensure this doesn’t happen?
It's a refreshing approach Ina and Maggie have taken, greatly overdue. My question: How important is it to clients, that the firms they engage treat their employees well?