Professional Services
The asset is people and their time, and both move between clients, projects and offices constantly. The technology question is whether the organisation can see where its capacity actually is this week, and whether the office it pays for matches the way its teams now work.
Office demand follows the project, not the policy.
A team on a client engagement is in four days one week and one the next, and an attendance policy written as a general rule describes neither. Space decisions made on reservation data are worse still, because a reservation records an intention and a professional services diary changes after it is made.
Specialist hiring is governed by candidate patience.
A scarce candidate with options will not sit through five rounds scheduled a fortnight apart. The delay is almost never assessment time; it is calendar time waiting for a partner or a panel. Every gap between stages is a chance for another offer to land first, and the organisation loses hires it believes it lost on money.
How we approach it.
Measure attendance rather than reservations, and report demand by team and by day, because the useful decision is about where groups sit rather than how many desks exist. Compress the hiring calendar rather than the assessment: fewer stages with more in each, self-scheduling, panel availability agreed before the vacancy opens. Then connect project, finance and people information around written definitions with an owner, so utilisation means one thing.
What tends to be true afterwards.
A property conversation held on attendance rather than impression. A hiring process that loses fewer candidates to calendar time. And a utilisation figure that means the same thing to the practice lead and to finance, which is rarer than it sounds.
Start with the requirements of the work.
Workplace demand changes with the project.
Use booking and attendance information to understand when teams need desks and meeting rooms.
Hiring needs specialist decisions.
Align role requirements, assessments, approvals and joining preparation for the people each practice needs.
Client work crosses system boundaries.
Connect project, finance and people information around clear ownership and reporting definitions.
Products to explore
Explore the fit, then agree the configuration and implementation scope.
Related technology work
Business process automation
Taking the manual handling out of a process without hard-coding today's exceptions into next year's system.
Explore →Data and analytics
Turning records into decisions: agreeing what a number means, where it comes from, and which question it is meant to answer.
Explore →Cloud and infrastructure
Deciding what should move, what should not, and what it costs to run once it has. Sizing to the requirement rather than to the quote.
Explore →Low-code application delivery
Assembling applications quickly, with the ownership, standards and lifecycle that keep them from becoming a liability.
Explore →Workplace technology
Making the estate legible: what space exists, who is really using it, and whether the building matches how people now work.
Explore →What would a better working day look like?
Bring us the process you want to improve. We’ll explore the product, technology and delivery work it needs.