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This chapter discusses the financial metrics adopted by HOK on finding that the employees and offices needed to work on business practices and the HOK culture. It shows how everyone did not share HOK culture, and some leaders were scheming to succeed at the expense of other offices. The 50 Percent Rule against the financials for each HOK office revealed that offices that met the 50 Percent Rule were profitable, and those exceeding the rule were not. The “90‐Day Rule” was made, and collections began to improve. The next rule was that every office needs 10 months of backlog to maintain current staff. The 10‐Month Rule served as another incentive to collaborate. The chapter's advice includes: balance the design and business functions of the firm; too little structure leads to chaos; simplify the accounting system so nonaccountants can understand how the company is doing; and limit total annual salaries.
This chapter discusses the financial metrics adopted by HOK on finding that the employees and offices needed to work on business practices and the HOK culture. It shows how everyone did not share HOK culture, and some leaders were scheming to succeed at the expense of other offices. The 50 Percent Rule against the financials for each HOK office revealed that offices that met the 50 Percent Rule were profitable, and those exceeding the rule were not. The “90‐Day Rule” was made, and collections began to improve. The next rule was that every office needs 10 months of backlog to maintain current staff. The 10‐Month Rule served as another incentive to collaborate. The chapter's advice includes: balance the design and business functions of the firm; too little structure leads to chaos; simplify the accounting system so nonaccountants can understand how the company is doing; and limit total annual salaries.
Enforcing Financial Metrics
MacLeamy, Patrick (author)
2020-04-07
7 pages
Article/Chapter (Book)
Electronic Resource
English
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