Interviews
- »One on One with Ed Hess
Grow or Die. It’s probably the most common business axiom, and the least accurate, according to the new book “Smart Growth: Building an Enduring Business by Managing the Risks of Growth” (Columbia Business School Publishing). To better understand the book’s implications for firms, Consulting’s One-on-One sat down with the book’s author, Ed Hess, a former Arthur Andersen strategy consultant and current professor at the University of Virginia's Darden Graduate School of Business.
- »One on One with Summit's David Litherland
When prospective employees interview for a job, they obsess over making a good, lasting impression. Firms should do the same. To learn how firms can avoid typical pitfalls, Consulting’s One on One sat down with David Litherland, managing partner of Summit Search Group, an executive search firm specializing in placing professionals within professional service firms.
- »One on One with PwC's Tom Craren
Senior executives are becoming immune to traditional marketing. Marketing consultants tell us that to pierce through the white noise of corporate communication, firms should consider “content marketing”. Instead of more traditional marketing, providing valuable insight and perspective in a blog or electronic newsletter can serve as a more effective door opener. One of the best examples is PricewaterhouseCoopers’ “10-Minute” series. For almost three years, PwC has boiled down complex thought leadership into small electronic pieces an executive can read in about ten minutes. To learn more about PwC’s marketing efforts, Consulting’s One-on-One sat down with Tom Craren, the firm’s brand strategy and thought leadership leader. His team of 20 writers produces between two to three 10-minute pieces each month, along with more detailed white papers.
- »One on One with Stanford Hospital's Kate Surman
Transitioning healthcare companies from paper to electronic records presents huge consulting opportunities.
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2009
»2009 Best Small Firms to Work For: Cumberland Consulting (No. 10)
Cumberland Consulting Group is a national technology implementation and project management firm launched by four former Ernst & Young consultants in 2003. Cumberland works with clients that provide healthcare at all ends of the care spectrum—from ambulatory, to acute, post-acute and hospice care. The care mentality of the firm extends to its consultants as well.
Managing partner James D. Lewis calls the consultants at the firm “the only asset we have and the only product we sell.” This worker-first attitude helped Cumberland score high in the Compensation and Benefits question on our survey. As Lewis describes it, “the consultants’ priorities are Cumberland’s priorities.” That’s probably why the firm covers 100 percent of healthcare premiums for all employees and their dependents. There is a real sense of ownership among the firm’s employees. Updates on company business plans, bottom line, growth and strategies are shared with employees on a monthly basis, showing the consultants how their work helps clients and how their dedication helps the firm grow. The Job is another area in which Cumberland was well rated, scoring a 4.8 out of a possible 5.
As is the case with many small firms, Cumberland’s consultants have the opportunity to work on varied projects. “We work hard to avoid pigeonholing our people,” says Lewis. “We often find that it will benefit our clients, our employees and our firm if we deliver as promised, effectively transition to client personnel and move on to our next engagement.”
—C.N.
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