Planners in Publicly Traded Firms

Abstract

Problem, research strategy, and findings Despite recent interest in the experiences of planners working in the private sector, much research does not distinguish between different organizational contexts. A key change in the consultancy market is the rise of global, publicly traded firms that provide planning services. This research draws on interviews with planners working in publicly traded firms to understand the opportunities and constraints from this model of practice. Though some planners noted opportunities in publicly traded firms, participants identified more constraints or limitations related to this model of practice. Scaling up of firm size offered benefits, such as opportunities for collaboration, but these were limited by organizational structures that promoted competition and cost-cutting strategies. Financial pressures and market demands can affect professional practice, such as through increased time spent on financial reporting and capacity issues from frequent turnover in staff. As a small, low-value component of traded firms, planners experienced issues with reduced resources, difficulties with staffing, and a lack of understanding the role of planning. A limitation of the research is that relying on self-reported data may not fully reflect ethical or professional breaches. Takeaway for practice Increased collaboration across disciplines and geographies may improve project outcomes, though planners’ concerns about lack of capacity and oversight point to concerns for the clients of consultants, as well as professional associations. There is a need for commissioning agencies, particularly in the public sector, to pay close attention to issues of procurement and develop strategies to evaluate project work. In firms where planning is a small business line and subordinate to more profitable services, there may be emerging ethical and practice issues that have not received sufficient attention in professional codes.