Firms of the future

What would you think of a company that had the following characteristics and beliefs?

• No official structure, organization chart, no business plan, or company strategy; no mission statement, long-term budget, fixed CEO or human resources department (don't need a mother and father of everyone in the company); no career plans, job descriptions; no one approves reports or expense accounts, and supervision or monitoring of workers is rare indeed.
• Instead of dictating [our company's] identity, [we] let our employees shape it with their individual efforts, interests, and initiatives.
  

On May 22, I-along with my father-had the pleasure of visiting Trailblazer Brains on Fire in Greenville, South Carolina.

This is an amazing agency, which as of January 1st of this year trashed its timesheets.

Thanks to Chris Jones of PA Consulting Group in Great Britain for passing this along.

Apparently, Deloitte has a newsletter, The Value Habit.

The June 2009 issue of the Journal of Accountancy has published our latest thinking on Pricing on Purpose.

This article explains an eight-step method for establishing a price, including the now infamous Nienbach model (a nine square thought experiment to aid in setting pricing options).

There is also a sidebar

One of the problems with the billable hour is it provides zero knowledge in terms of how to improve pricing.
How do we know? Because we hear stories like the following I received earlier this week from a CPA colleague. I've sanitized the names to protect the guilty.

Here's why there's no education in the second kick of the mule:

Hello Ron:

Been meaning to write to tell you a story.
I recently got a new SEC audit client. The predecessor auditors were a large regional CPA Firm.

The engagement letter for the 2008 year end wasn't signed until about March 10.