{ "item_title" : "The Partner", "item_author" : [" William Shannon "], "item_description" : "THE PARTNERPART TWOWhen Ownership Is Put to the TestYou have been told you are an owner.You have invested your money.Built your practice.Generated revenue.Shared the profits.Accepted the risks.But what happens when the institution no longer wants you?What happens when you become: too expensive?too old?too independent?too difficult?too risky?Or simply: no longer necessary?THE PARTNER - PART TWO moves from the economics of partnership into its most uncomfortable territory: accountability, power and survival.The second book of William Shannon's global investigation examines what happens when the relationship between professional and institution begins to break down.It begins with an uncomfortable question: When does retirement become another word for removal?From historical cases involving older partners to the modern transformation of equity partnerships into salaried partnerships, the book examines a partnership bargain that may no longer provide the implicit security it once promised.Then come the whistleblowers.Professionals who challenge institutions.Professionals who allege retaliation.Professionals whose claims succeed.Professionals whose claims fail.Professionals who settle.And professionals whose stories remain disputed.The distinction matters.An allegation is not a finding.A settlement is not necessarily an admission.A regulatory conclusion is not necessarily a judicial conclusion.And a partner's departure does not, by itself, tell us why they left.The book follows those distinctions through a series of global case files.Then the story reaches the present.What happens when an institution and an individual tell completely different stories about the same career?From there, the narrative moves to: Everest.The proposed separation of EY's consulting and audit businesses becomes something much larger than a corporate transaction.It becomes a test of: partnership ownership.Global governance.Partner economics.Capital.Leadership.Regulation.Audit independence.And ultimately: control.Global leadership could propose the transaction.Advisers could structure it.Banks could finance it.Management could negotiate it.But the partners had to decide.And when the partnership could not agree, Everest collapsed.The consequences reach far beyond one failed transaction.Because Everest exposes the central paradox of the modern professional partnership: Who really owns the institution when the institution itself cannot decide what it wants to become?That question leads to the final chapters.What happens when a partnership becomes so large that it begins to resemble a corporation?Why retain partnership at all?Why not go public?What does professional ownership protect?What does it prevent?Can a global professional institution have the capital structure of a corporation while retaining the governance structure of a partnership?And if the implicit lifetime bargain between firm and partner has already disappeared, what remains of the traditional partnership?Partner, until further notice.If you can be an owner without being able to sell your ownership, and if you can lose that ownership without selling it, what does ownership really mean?And behind that lies the final question: Who really controls the partnership?THE PARTNER - PART TWOWilliam Shannon", "item_img_path" : "https://covers1.booksamillion.com/covers/bam/9/79/819/147/9798191475936_b.jpg", "price_data" : { "retail_price" : "29.99", "online_price" : "29.99", "our_price" : "29.99", "club_price" : "29.99", "savings_pct" : "0", "savings_amt" : "0.00", "club_savings_pct" : "0", "club_savings_amt" : "0.00", "discount_pct" : "10", "store_price" : "" } }

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