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When Senior Managers Won’t Collaborate

Artwork: Yayoi Kusama, The Obliteration Room, 2002, furniture, white paint, dot stickers, dimensions variable; ©Yayoi Kusama. Courtesy of David Zwirner, Victoria Miro Gallery, Ota Fine Arts, KUSAMA Enterprise   

Today’s professional services firms face a conundrum. As clients have globalized and confronted more-sophisticated technological, regulatory, economic, and environmental demands, they’ve sought help on increasingly complex problems. To keep up, most top-tier firms have created or acquired narrowly defined practice areas and encouraged partners to specialize. As a result, their collective expertise has been distributed across more and more people, places, and practice groups. The only way to address clients’ most complex issues, then, is for specialists to work together across the boundaries of their expertise.

Read more on Strategy or related topics Collaboration and teams and Professional services
A version of this article appeared in the March 2015 issue of Harvard Business Review.

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