14. EY
Headquarters: New York Number of Billable Consultants: 20,024 Client Industries Served: All Consulting Service Lines: Strategy, Operations, Financial Support, IT
EY continues to impress and—at more than 20,000 billable consultants—remains one of the Best Firms To Work For despite its size. That's no easy task, but this marks three years in a row on the list for EY and five of the last six years.
Those stats are not lost on Thear Suzuki, Americas Advisory Talent Leader at EY. "The impact of being named one of the Best Firms validates the direction of our strategy and it reminds us that there is still more to be done," she says. "To respond to the changing needs of our business and clients' businesses, we are transforming everything, from how we are developing our people to the types of candidates we seek."
Meanwhile, Suzuki says EY encourages a culture that promotes courageous conversations about differences and unique experiences. "We believe a strong sense of belonging increases engagement and can lead to better collaboration, retention and business performance," she says. "We are being recognized as one of the Best Firms because our people drive us to do better. I hope our people feel proud of what they have done to help achieve this honor for the fifth time in six years."
Suzuki says the firm's purpose of building a better working world is the foundation for its culture, the key differentiator that rallies its people to make an enduring impact. "At EY, we also know that highest-performing teams are diverse and inclusive groups of committed, passionate people, brought together by this shared vision and deeply invested in each other's success," she says. Meanwhile, by working hard and having the right mindset, the firm's people have proven to be self-starters who can go far. "In everything we do, we imagine how much further they can go with the right support from EY."
To that end, through the firm's One EY agenda, "we aim to develop transformative leaders, who are purpose-driven, curious, and bring out the best in themselves and others through trust, inclusiveness, empathy and agility," Suzuki says. "We also instill our core values: demonstrating integrity, respect and teaming; leading with energy, enthusiasm and courage; and building relationships based on doing the right thing."
EY has always been known for cultivating strong leaders, but what excites Suzuki the most is how EY is redefining what it means to be a successful leader in the Transformative Age. "The leaders of tomorrow have to think and act differently—not only possessing the right skillsets but the right mindsets, too. We are helping our leaders to define their personal purpose statement and inspire others with their stories," Suzuki says. "This new approach to developing transformative leaders is founded on the importance of beliefs, aligning on values, and connecting with one another at the human level. I am excited to see the collaboration, growth and innovation that thrives as a result of this shift in mindset."
What's the top priority over the next 12 months?
Suzuki: Today's business environment has rapidly changed, and we understand that what drove our success in the past is not what will drive success in the future. As a result, we are breaking down our internal silos and are focused on how we can better leverage the full power of the firm. Too often we spend time developing an idea only to see it locked into one place. Now, we are laser-focused on enabling our teams to innovate with clients at the account level and create an innovation ecosystem. With structure and sponsorship, we are emboldening our teams to pioneer new tools and new ways of working, and then reverberating those successes throughout EY as a whole.
© Arc, All Rights Reserved. Request academic re-use from www.copyright.com. All other uses, submit a request to TMSalesOperations@arc-network.com. For more information visit Asset & Logo Licensing.