17 BDO LLP | LISTENING TO OUR DIRECTORS AND PRINCIPALS
DEMAND SIDE: HOW DO WE TEMPER THE DEMAND SIDE?
Despite the above, we still want to take on new business because of our personal long-term ambitions and perceived partner behaviour All agreed that more effort is needed to address that demand side, given there are obvious challenges on the supply side There were then many stories shared of steps that teams are actively taking to Frost are looking at how to release more time to help people deliver quality work – Leeds: identifying 10% of the portfolio for time input against recovery rate, giving us c. £1m of time back that we want to walk away from. This (‘Project Heartsink’) is a powerful message to assistant managers upwards; they are being firm on this particularly to support the managers address the resource challenge: – LAG: Simon Brooker and Julian
– NRES: the ‘Soul Stoppers’ programme to identify which jobs people don’t like working on and then apply the 4Rs – Southampton: produced an Independent Business Review pack on our 20 watch-list jobs and are then tracking the delivery of these; turned down a £1m job on 100% recovery for the team’s Wellbeing, which they publicised internally – Financial Services: policy in place that senior agreement is needed to take on a job of more than £50k This helped the group reach the conclusion that one size wouldn’t fit all when it came to workload and resource management. Instead, decision-makers need to keep being encouraged to reflect fully on any opportunity for the firm, as well as the specific teams or offices Paul confirmed that this is also the LT’s position: we are telling partners to be strategic; not to worry if we end up being short of work for a small period; please do the 4Rs; and concentrate on the quality resource.
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