Where are we now? How did we get there?
Our journey
Our Journey - 2014 - Status Quo is not an option
• Debating what a hybrid model will look like
• Implementation plan
Chicago AGM
Our journey - 2015
• Network implementation PHASE ONE (preparatory) kicked off
• International Committee strategy discussions
• EAM 2015 in Mello
What we talked about in EAM Mello 2015 – member generated topics
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How to enhance business
How to communicate, engage with fellow members
How to share professional experience
How can different MGI areas work together
How to take out more values from your MGI membership
locally and internationally
• How to measure MGI benefits
• Management, HR, IT issues
• How to develop practice groups
IC’s strategic
conclusions
2015
Improve
member
quality
Grow - with
quality
Increase
knowledge
exchange
Strengthen
the brand
Enhance
member
benefits
Action
focus
Cross
border
business
European Coordinators on strategy for
the Europaen Area
4 meetings
8 conference calls
European Strategy development - SWOT
European Strategy development - European Coordinators
• Reviewed 2012 Strategy
• From where our competitive advantage would come from:
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Working better together
Having a clearer strategy
Better Communication
Greater consistency of quality
Reviewed the network promise
The network promise
European Area
• MGI which can honestly claim to offer the highest in certain parts of Europe we can offer highest quality
of service
quality services around the world.
• An MGI where we share expertise, training and
technical knowledge regionally and globally, at all
levels.
Practice Groups might become a good platform in
Europe
• An MGI where we use regional and global
benefits of scale to make our members more
cost effective and more competitive.
There are strong intentions within the Transfer
Pricing Group
• An MGI which can compete with the Grant
Thorntons and the Baker Tillys, on the same
platforms and for the same clients, local and
transnational, without sacrificing member
independence.
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• An MGI which will attract ever stronger new
members in all world markets
Currently there is only one example I have from
Belgium where our alliance was not capable to
attract a large firm in Brussels
Studied European Meeting outputs
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How to enhance business
How to communicate, engage with fellow members
How to share professional experience
How can different MGI areas work together
How to take out more values from your MGI membership
locally and internationally
• How to measure MGI benefits
• Management, HR, IT issues
• How to develop practice groups
Ended up: long term goals for the European Area
• to ensure financial services of MGI European members are
competitive on a local and on an European level
• to build up the revenue of member firms
How to achieve these goals?
• high level of COLLABORATION among member firms
Mind map
Strategic pillars to build up collaborations
1.collaborative business building
2.quality of service
3.culture of engagement
Collaborative business building
Where we want to be?
MGI firms win more business in
domestic and in international
markets.
Improve the quality of service
Members are treating MGI fellow members / MGI
referrals as important as their local business.
Money is less important than the principal of
giving answers to an MGI enquiry on time.
Develop culture of engagement
• Increasing participations at MGI meetings
• Transparency of MGI matters (minutes, budget, KPI, ECC
calendar)
• Unified corporate look across firms (emails, presentations,
business cards etc.)
• Every members can afford to attend minimum one meeting
per year
• Employees of member firms are involved: aware of MGI and
its values
WORKSHOP