David H. Maister





David H. Maister


Genre


Average rating: 3.91 · 2,104 ratings · 154 reviews · 10 distinct works · Similar authors
The Trusted Advisor

by
3.83 avg rating — 1,076 ratings — published 2000 — 19 editions
Rate this book
Clear rating
Managing The Professional S...

4.13 avg rating — 548 ratings — published 1993 — 11 editions
Rate this book
Clear rating
True Professionalism: The C...

3.88 avg rating — 206 ratings — published 1997 — 12 editions
Rate this book
Clear rating
Strategy and the Fat Smoker...

3.77 avg rating — 121 ratings — published 2008 — 3 editions
Rate this book
Clear rating
First Among Equals: How to ...

by
3.76 avg rating — 104 ratings — published 2002 — 10 editions
Rate this book
Clear rating
Practice What You Preach: W...

4.02 avg rating — 45 ratings — published 2001 — 10 editions
Rate this book
Clear rating
De professionele adviseur

by
3.50 avg rating — 2 ratings — published 1998
Rate this book
Clear rating
The Trusted Advisor

by
it was amazing 5.00 avg rating — 1 rating — published 2009
Rate this book
Clear rating
Zarządzanie firmą usług pro...

liked it 3.00 avg rating — 1 rating — published 1993
Rate this book
Clear rating
Management of Owner-Operato...

0.00 avg rating — 0 ratings — published 1980
Rate this book
Clear rating
More books by David H. Maister…

Upcoming Events

No scheduled events. Add an event.

“WHAT IS IT?
The one-firm firm approach is not simply a loose term to describe a "culture." It refers to a set of concrete management practices consciously chosen to maximize the trust and loyalty that members of the firm feel both to the institution and to each other.
In 1985, the elements of the one-firm firm approach were given as:
•Highly selective recruitment
•A "grow your own" people strategy as opposed to heavy use of laterals, growing only as fast as people could be devel-1 oped and assimilated
•Intensive use of training as a socialization process
•Rejection of a "star system" and related individualistic behavior
•Avoidance of mergers, in order to sustain the collaborative culture
A set of concrete management practices consciously chosen to maximize the trust and loyalty that members of the firm feel both to the institution and to each other.
• Selective choice of services and markets, so as to win through significant investments in focused areas rather than many small initiatives
•Active outplacement and alumni management, so that those who leave remain loyal to the firm
•Compensation based mostly on group performance, not individual performance
•High investments in research and development
•Extensive intra-firm communication, with broad use of consensus-building approaches
The one-firm firm approach is similar in many ways to the U. S. Marine Corps (in which Jack Walker served). Both are designed to achieve the highest levels of internal collaboration and encourage mutual commitment to pursuing ambitious goals.”
David H. Maister, Strategy and the Fat Smoker: Doing What's Obvious But Not Easy

“Profitability will not come from managing hygiene factors alone: Future profitability depends on health as well—and firms’ methods of measuring, reporting, and managing need to reflect both.”
David H. Maister, Managing The Professional Service Firm

“There is an old saying, “It is amazing what you can achieve if you are not wedded to who gets the credit.” The”
David H. Maister, The Trusted Advisor



Is this you? Let us know. If not, help out and invite David to Goodreads.