Key members of the international finance department in a large London-based services group needed to adopt new ways of thinking & working. The group was seen as dysfunctional & coaching was the lever selected to address this. However, from a distance it looked like a remedial act, like coaching to an imposed set menu; the agenda was entirely the organisation’s, more ‘table d’hôte’ than ‘a la carte’.
The logic for cross-selling in professional services is compelling. Large clients and accounts that buy one service – say intellectual property advice or transactional support – frequently face challenges in a variety of areas in which the incumbent has real expertise, supported by the fact that they are generally seen as ‘trusted’ and will already have a good working knowledge of the issues the client faces, both internal and in their markets.