Our ongoing change process is in full-swing. The staff has organized teams to look at issues like supervision, business management, learning processes, etc. Many of these groups are self-organizing and they are issuing memos for other groups to review.

One thing you see when you unleash creative people’s energies in this way is a whole range of new ideas. Often some of these ideas may be somewhat in conflict. This is true for us. We are all looking forward to our upcoming staff meeting as a place to exchange different ideas and determine the best next steps.

One area that is less well fleshed out as yet is the integrative function. Our concept of business management and practice management is pretty clear, and the crossover areas have largely been identified. But how do you express leadership, form strategy, and set budgets and business plans in such an arrangement? Clearly, my role as president is at the intersection of these areas, and I will continue to play the role of strategist-in-chief. However, we are still working out how we will bring together the cross-functional work of other parts of the firm.

Stay tuned. We are committed to sharing what we develop and learn, as we develop and learn it.