246 Index
ringmasters (continued)
performance metrics’ influence on
behavior, 158–159
structuring compensations
systems for (see compensation
systems)
supporting with technology
(see collaborative technology
platforms)
using performance metrics to drive
collaboration (see performance
management)
risk management
dangers from risk takers, 37–38
impact of collaboration on, 21, 32,
36–38
risks from using CTPs, 176
Rollins, Barrett, 190–201, 203, 204
Ropes & Gray, 60
Rosenbaum, Richard, 173
seasoned collaborators
benefits from access to CTPs, 179
challenges for, 101–102
described, 101
developing team leadership and,
114–119
intangible benefits that motivate,
103–104
range of collaborative profiles in
firms, 156–157
team building hurdles (see cross-
practice team building)
team management hurdles (see
distributed-team management)
solo specialists
benefits from access to CTPs, 179
challenges of the “aging-in-place”
trend, 95–96
changes in the long-time client-
partner firm structure, 94–96
client-communication issues and,
98–99
collaboration and business
development, 72–74, 76, 77
competence trust and, 79–80,
85–86
confidence and capability and,
81–82, 87–90
correlation between revenue and
network size, 75–76
correlation between revenue growth
and cross-practice services,
76–78
described, 71–72
efficiency and, 82–83, 91–93
explanations for the value in
collaboration, 77–78
interpersonal trust and, 80–81,
86–87
issues when a partner retires,
95–97
knowledge of the firm’s offerings
and, 82, 90–91
laddering systems, 98–99
long-term gains from collaboration,
99–100
managing from the firm’s
perspective, 94–99
pattern of growth when
engaging in collaboration,
74–75
politics and, 83–84, 93–94
profitability related to
collaboration, 75
pros and cons of a star-driven
culture, 186–188
resistance to collaboration, 78
transforming a star-driven culture,
200–204
transition programs examples,
96–98
Spark at PwC, 181–183
specialization, firm level, 7
specialization, individual, 6
star-driven cultures
developing a business case for
collaboration, 200–201
developing new collaborative
capabilities and confidence,
203–204
Index.indd 246 08/10/16 12:12 am
Index 247
modeling the desired collaborative
approaches, 201–202
pros and cons of, 186–188
reinforcing desired behaviors,
202–203
Stewart, Victoria A., 6
storytelling and collaboration,
153–154, 176, 180
succession planning, 94–98
Sullivan & Cromwell, 160
Tan, Loke-Khoon, 87–88, 89–90
teams
articulating shared standards,
117–119
building hurdles (see cross-practice
team building)
business need for broadly based
teams, 226
characteristics of high-level teams,
114–115
collaborative approaches and
innovation, 33–35
creating a goal and shared
purpose, 115
defining roles and
responsibilities, 116
management hurdles (see
distributed-team management)
management strategies for
contributors, 144 –146
transparency
clients’ expectation of, 208
compensation systems and, 170,
172–173
employee productivity and loyalty
and, 66–67, 98
impact of collaboration on, 21
mitigating risk using, 38
using technology to support, 66,
166, 167, 177
Verrier, Hugh, 97
Wachtell, Lipton, Rosen &
Katz, 49
Wageman, Ruth, 114
Welch, Jack, 103, 107
Westfahl, Scott, 152
White & Case, 96, 97
Young, Paula, 181, 202
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