Inner Development Goals: Transforming International Professional Services Networks Through Personal Growth

Inner Development Goals: Transforming International Professional Services Networks Through Personal Growth

For independent accounting and advisory firms seeking to expand their global reach, joining an international network offers compelling opportunities. Yet the success of such networks depends not just on technical excellence, but on the human capacity for collaboration and growth.

TGS Global, an international network of independent auditors, accountants, and business advisors, is exploring an innovative approach to enhance both member firm performance and cross-border collaboration through Inner Development Goals (IDGs).

From UN Goals to Business Success: The Origins of Inner Development Goals

The IDG framework, initially developed in Sweden, has demonstrated remarkable results in organizational transformation. At Swedish shoe manufacturer Icebug, implementation of IDGs coincided with doubled turnover while maintaining consistent staffing levels—despite dedicating five hours weekly per employee to personal development and exercise. For professional services firms considering international network membership, these results merit attention.

“The framework is divided into five dimensions: being, thinking, relating, collaborating, and acting,” explains Maria Svensson Wiklander, who has extensively studied Icebug’s two-year IDG implementation. Each dimension addresses critical skills needed in today’s interconnected professional services environment, from analytical capabilities to cross-cultural communication competencies.

For independent firms weighing the benefits of international network membership, the IDG framework offers particular relevance. Beyond traditional network advantages—knowledge sharing, cross-border referrals, and expanded service capabilities—IDGs provide a structured approach to developing the soft skills essential for successful international collaboration.

A Swedish Success Story: How Icebug Transformed Through IDGs

The transformation at Icebug provides compelling evidence of the framework’s effectiveness. Despite initial skepticism and scheduling challenges, the program yielded unexpected benefits. “It felt like the company got smarter just in a month,” reports one participant. For professional services firms, such rapid improvement in collective intelligence could significantly enhance client service capabilities.

Implementation requires careful consideration, particularly regarding leadership engagement. At Icebug, top management’s eventual full participation proved crucial for success. “You have to go all in,” Wiklander emphasizes. “You can’t expect your employees to share if you’re not sharing.” This insight holds particular relevance for professional services firms, where partner engagement often determines program success.

The framework’s effectiveness stems from its comprehensive approach to professional development. While some dimensions, such as thinking and collaborating, offer immediate practical benefits for client service, others like being and relating create foundations for sustained organizational growth. Crucially, the program maintains separation between personal development spaces and performance reviews, allowing professionals to explore vulnerabilities without concern for career impact.

The Future of International Networks: Why Professional Services Firms Need IDGs

For independent firms considering international network membership, TGS Global’s exploration of IDGs represents an innovative approach to network development. While technical expertise remains fundamental, the ability to think differently, collaborate effectively, and adapt to change increasingly determines success in international professional services.

The IDG approach marks a significant evolution in professional development for international networks. Rather than focusing solely on technical capabilities, it develops the human capacity for change and collaboration—increasingly vital skills as professional services firms navigate global challenges from sustainability to digital transformation.

Maria’s forthcoming book, expected in January, will provide detailed insights into implementing IDGs. However, she emphasizes that each organization must adapt the framework to its specific context. For international networks, this flexibility allows for customization across different cultural and regulatory environments.

For firm leaders considering international network membership, Wiklander recommends beginning with fundamental questions about organizational purpose and value creation. Importantly, she advocates embracing rather than suppressing skepticism. “If everyone is just looking in one direction, that’s more a cult than a transformation process,” she observes.

As independent professional services firms evaluate international network opportunities, the IDG framework offers a compelling differentiator.

While traditional networks focus primarily on technical resources and referral opportunities, TGS Global’s exploration of IDGs suggests a more comprehensive approach to international collaboration and growth. In an increasingly complex global business environment, such holistic development could provide member firms with significant competitive advantages.