This event could provide the foundation for a “business case” to create a new practice in order to address this potential need of the future.Once the business case is formally presented and a firm commits to the investment…Recruit, train, sell and bam! This exemplifies why professional services firms cannot have a flat or rigid hierarchy.
It may be a “bad luck” scenario for companies, but it could be a “big opportunity” for their professional advisors.
This section is specific to Ernst & Young, but more than likely holds true for other firms in the Big Four.
The content intentionally touches on only two of the four divisions, since its purpose is to help further distinguish the concept of organizational groupings used in major professional services firms and to provide some practical perspective on their differences.
Reaching this point has taken an immense amount of patience, hard work, resilience, ambition, and even a little luck. To be clear, this article has not been written under the guise of any Big Four recruiters.
I must confess, however, that this outlook reflects how I feel today, which wasn’t always the case.