The quality rebellion

TGS members who refuse to fill out our quality questionnaires are actually pointing toward the future of professional services

The problem that keeps network leaders awake

Nizar put down his phone and looked across the Poitiers conference room with an expression that suggested either revelation or resignation or maybe it was just too close to lunch. “Another one,” he said to Silvia. “That’s the fourth firm this month that’s refused to participate in our quality review.”

This kind of problem keeps the TGS core team awake at night. Our network members pay annual fees but refuse to engage with the very programs designed to elevate the network’s (and their) reputation. Some firms ignore the questionnaires. Others schedule cold file reviews, then mysteriously become unavailable when the time comes.

The unexpected insight hidden in member resistance

But as Nizar explained what the Belgian member had told him during their one-on-one call, something shifted in the room’s energy. “They said our quality program feels like an audit of an audit. They want to know: what’s in it for them? How does this help them win better clients or charge higher fees?”

Buried in the resistance is perhaps the most important insight about quality management: quality programs that focus on compliance checking miss the entire point of why quality matters in the first place.

When compliance documentation misses the real story

Three weeks later, we were reviewing the Forum of Firms application requirements, trying to align the TGS approach with ISQM 1 and 2 standards. The documentation is comprehensive, thorough, and completely focused on demonstrating that we could prove our members followed established procedures. But reading through the member feedback from our quality reviews, a different story was emerging.

The firms that were thriving—the ones reporting growth in advisory revenue, attracting better clients, and charging premium fees—weren’t just following quality procedures. They were using quality frameworks to identify opportunities for improvement and innovation. They were treating quality management as strategic intelligence rather than regulatory compliance.

Real examples of strategic quality intelligence

Yelena from Belgium provided the perfect example. During her quality review call, she mentioned hesitating to attend the Bangkok conference because of safety concerns. But when pressed for more details, the real story emerged: her firm had just opened a new office and was exploring B Corp certification. None of this had appeared in her formal quality submission, because our questionnaire hadn’t asked the right questions.

The conversation with our Qatari member revealed the same pattern. The formal quality metrics showed a compliant firm meeting technical standards. The actual conversation revealed a practice struggling with post-World Cup economic reality, adapting service offerings, and seeking guidance on positioning for recovery. The quality review had captured none of this strategic context.

Solving the wrong problem entirely

That’s when we realized we were solving the wrong problem entirely.

Traditional quality programs assume the challenge is ensuring firms meet minimum standards. But the real challenge for networks today is helping firms use quality management as a competitive advantage. The members who were “difficult” about our quality process weren’t being obstructive—they were telling us they needed something more valuable than compliance verification.

The complete transformation of our approach

The shift required rethinking everything. Instead of asking “Can you prove you follow procedures?” we started asking “How are you using quality management to improve client relationships and increase profitability?” Instead of focusing on documentation, we focused on outcomes. Instead of treating quality reviews as inspections, we repositioned them as strategic consulting sessions.

The results were immediate. Members who had previously avoided quality discussions were suddenly requesting additional meetings. The one-page improvement plans that emerged from reviews became working documents that firms actually implemented. Most importantly, quality discussions started generating the kind of insights that appear in LinkedIn posts and client presentations—real competitive intelligence rather than compliance theater.

Redefining quality in professional services

But the deepest transformation came from understanding what quality actually means in professional services. It’s not about following procedures perfectly—it’s about consistently delivering outcomes that exceed client expectations. It’s not about standardization—it’s about systematically identifying and scaling what works best for each unique practice.

The Forum of Firms application suddenly became easier to complete (and more relevant to all members, not only our audit-focused firms), not because we’d improved our documentation, but because we are developing a quality program that our members actually value participating in. When quality management becomes strategic rather than compliance-focused, members engage voluntarily because they see direct benefits to their practices.

The rebellion that led to revolution

Six months after that first conversation about member resistance, our quality program is transforming from an obligation members try to avoid into a resource they actively seek out. The rebellion against traditional quality checking had led us to discover what quality management could become when it focused on creating value rather than proving compliance.

The irony wasn’t lost on us: the members who refused to fill out our questionnaires had been trying to teach us something crucial about the future of professional services quality management. Sometimes the most valuable feedback comes from the clients—or members—who push back against what you’re offering, because they can see possibilities you haven’t considered yet.

Because ultimately, quality in professional services isn’t about proving you can do things correctly. It’s about continuously discovering better ways to serve clients, and helping every member of your network do the same.

Connect with TGS on LinkedIn for regular insights on how quality frameworks, regulatory changes, and network strategies create competitive advantages for forward-thinking professional services firms.

[Follow Andrew on LinkedIn →]