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000770812 010__ $$a  2016026317
000770812 019__ $$a945357323$$a956373875
000770812 020__ $$a9781633691100$$q(hardcover)
000770812 020__ $$a1633691101$$q(hardcover)
000770812 035__ $$a(OCoLC)ocn945232373
000770812 035__ $$a770812
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000770812 049__ $$aISEA
000770812 05000 $$aHD62.65$$b.G37 2016
000770812 08200 $$a658.4/6$$223
000770812 1001_ $$aGardner, Heidi K.,$$eauthor.
000770812 24510 $$aSmart collaboration :$$bhow professionals and their firms succeed by breaking down silos /$$cHeidi K. Gardner.
000770812 264_1 $$aBoston, Massachusetts :$$bHarvard Business Review Press,$$c[2016]
000770812 264_4 $$c©2016
000770812 300__ $$axi, 250 pages :$$billustrations ;$$c25 cm
000770812 336__ $$atext$$btxt$$2rdacontent
000770812 337__ $$aunmediated$$bn$$2rdamedia
000770812 338__ $$avolume$$bnc$$2rdacarrier
000770812 504__ $$aIncludes bibliographical references and index.
000770812 5050_ $$aIntroduction: Why collaborate? -- The business case for collaboration -- The people case for collaboration-- Collaboration and the solo specialist -- The seasoned collaborator -- Collaboration and the contributor -- Collaboration for ringmasters -- Looking sideways at collaboration-- Collaboration: yes, your clients care.
000770812 520__ $$aMany professional service firms today face a serious dilemma. Clients are demanding more sophisticated service for complex problems that can only be delivered by interdisciplinary teams of experts. No one consultant or lawyer--or even one functional group--can guide a client through today's challenges, which often span technological, regulatory, economic, and environmental issues on an increasingly global scale. The problem is, most firms have narrowly defined practice areas and partners with specialized expertise. These siloed experts are often "stars" who have built their reputations and client rosters independently, not by working with peers. What's more, most firms have grown so large and so fast that their members can't even know--let alone trust--their colleagues around the world. In Smart Collaboration, Heidi Gardner shows that a much more profitable--albeit difficult--path is to push the firm toward cross-partner collaboration. Gardner, a former McKinsey consultant and Harvard Business School professor, now a fellow at Harvard Law School, has spent over a decade conducting an in-depth study of more than a dozen global professional service firms. In a research tour de force, she brings together time sheet records, financial information, and personnel records--literally millions of data points--to uncover the effect of interdisciplinary teamwork in the professional services field. The result: conclusive proof that collaboration pays, both for employees and for their firms. Moving group by group through the ranks of a typical firm, she offers powerful prescriptions for how leaders can foster collaboration, move to higher-end and higher-margin work, increase client satisfaction, attract and retain top-caliber talent, and improve their bottom line.--$$cProvided by publisher.
000770812 650_0 $$aProfessional corporations.
000770812 650_0 $$aCooperation.
000770812 650_0 $$aInstitutional cooperation.
000770812 650_0 $$aGlobalization.
000770812 650_0 $$aInterdisciplinary approach to knowledge.
000770812 85200 $$bgen$$hHD62.65$$i.G37$$i2016
000770812 909CO $$ooai:library.usi.edu:770812$$pGLOBAL_SET
000770812 980__ $$aBIB
000770812 980__ $$aBOOK