By far the most common reason given by partners as to why they stay at RB is the freedom they have, whether it’s to pursue new opportunities, invent new ways of doing things, or pivot areas of focus. There are fewer rules and regulations, for better and worse. At the consultant levels, there’s more freedom too in a lot of ways. If you have a good idea and want to take the initiative, it’s relatively easy to make it happen. Entrepreneurship is definitely the most meaningful (although not necessarily the most important) of the three firm values.
Also, for the record, RB1, I think you may be confusing entrepreneurial for innovative. A partnership structure is often, by nature, quite entrepreneurial.
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By far the most common reason given by partners as to why they stay at RB is the freedom they have, whether it’s to pursue new opportunities, invent new ways of doing things, or pivot areas of focus. There are fewer rules and regulations, for better and worse. At the consultant levels, there’s more freedom too in a lot of ways. If you have a good idea and want to take the initiative, it’s relatively easy to make it happen. Entrepreneurship is definitely the most meaningful (although not necessarily the most important) of the three firm values. Also, for the record, RB1, I think you may be confusing entrepreneurial for innovative. A partnership structure is often, by nature, quite entrepreneurial.
..also gives me more opps to lead the team and client engagement at a more junior level than if I were in one of the big 3
I don’t think anyone looks at a consulting firm and calls them entrepreneurial. What service or product has RB created in the US?