You might be thinking at this point, “Which group is right for me, Assurance or Advisory?
” Well, they are significantly different from one another.
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Now that you understand the demand from the client side, let’s take a look at the delivery or firm side.
Firms as you might expect are structured in such a way as to meet client demand.
As advisors to industry, we provide a valuable benefit, since large businesses are regularly confronted with a bevy of challenges that range from the commonplace, such as not having the internal subject matter experience needed in order to execute upon critical initiatives, to the less mundane, such as perhaps a regulatory mandate to leverage independent third-party consultation.
The list in-between these two examples are vast to be sure and vary greatly in complexity.
My practice then rolls up into the “Risk Advisory Services” service line.
Let’s forget what these groupings actually do for the time-being. Because they have to so in order to remain current with the rigorous demands of an ever-changing market landscape.
It is for that main reason that such a fluid organizational structure must be in place.
It may not look pretty on an organizational chart (that is if you could even find one) but I assure you there is critical logic behind this labyrinth of practices.
The reason I’m so consistently willing to discuss my perspective with so many people, especially young professionals, is that I was once in their position and had many of the same questions.