RubinBrown: One Firm, A Tradition of Trust

RubinBrown: One Firm

“ At my previous firm, self-interest and protecting the silos trumped the best interests of the firm. For example, sharing of generic memos or audit templates across audit engagement teams was frowned upon. Not only did this reduce the efficiency of the engagement teams who were constantly reinventing the wheel, it also discouraged sharing of best practices and technical improvements across teams. ”

Manager, 6 years of service

Many are surprised to discover how entrepreneurism thrives in a one-firm culture with the lack of internal competition.

“ As part of our entrepreneurial culture, we’ve remained flexible about changing business units. Over the years, as needs have changed, new business units have been added and others have been merged into larger units. ” Partner, 28 years of service While RubinBrown’s one-firm culture stands out among professional services and consulting practices, as well as other industries that operate under more of a “warlord” or “silo” culture, the one-firm model is not without its challenges. It is dependent upon its partner group to consistently live the firm’s values by delegating responsibilities, developing future leaders, and bringing value to the firm while providing exceptional service to clients.

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