Analysis Group's CEO on Managing with Soft Metrics

Before she joined Analysis Group, the author worked at a small economic consulting firm that—like most other firms in the industry—closely tracked and measured the profitability of each office and each practice area. That approach, she observed, created a lot of internal competition and divisiveness. In addition, the compensation model was formula-based and data-driven, largely determined by who was selling new business. Analysis Group uses a much different model: It determines partners’ compensation without relying on formulas; it doesn’t obsess over false precision about who sold what business; and pay isn’t strictly a function of billable hours. Instead, extensive, informed discussion of each person’s contributions to the firm leads to a decision about what pay seems fair. For one thing, Samuelson writes, in a professional services firm it’s not always clear who deserves credit for a specific action. She is convinced that the firm’s unconventional model is one of the reasons its culture is so strong.

Thematic Analysis Software: how it works and why you need it

A CEO Guide to Change Management for Financial Processes (and Financial Teams)

Retrospective Analysis - FourWeekMBA

Qualitative Analysis: Definition, How it works, Factors, Example

Leadership: The Management of Meaning - Linda Smircich, Gareth Morgan, 1982

Beyond Numbers - Reshaping Pharma's Measure of Sales Success

The First 100 Days As CIO

Predictive Analytics in Human Resources - AIHR

The 17 best financial reporting software tools [updated for 2024]

14 HR Metrics Examples: The Basis of Data-Driven Decision Making in HR

Product Management: Main Stages and Product Manager Role

The Most Important Sales Metrics That Highly Productive Teams Monitor

Systematic Modeling of log D7.4 Based on Ensemble Machine Learning, Group Contribution, and Matched Molecular Pair Analysis