By Drew West
Over-servicing. Mere mention of the word—which refers to carrying out more work than necessary for a customer, often at the expense of other clients and the well-being of your firm – can elicit sighs of aggravation from staff and management alike.
But what causes over-servicing, how can your firm identify it and what can you do to avoid it in the future?
Many consulting firms don’t know which engagements, service lines or clients are truly profitable. They have the information about each engagement – time spent winning business, actuals versus estimates, unplanned expenses – but just can’t pull it all together.