Rethinking learning and careers in professional service firms in a new digital landscape: From ladder to lattice

Professional service firms have long operated through a traditional, hierarchical “up-or-out” career track that reinforces learning and professional identity formation. While new roles and alternative career paths have been introduced to better meet the needs of the younger generations, who strive for work–life balance, the desire to achieve partner status and follow the hierarchal structure is still the norm. However, this is now being challenged by rapid digital transformation, where new roles and competencies are being introduced to meet the need of understanding new digital technology, including artificial intelligence and automation, as well as data-driven advisory. Drawing on an in-depth case study of an elite professional service firm, this study investigates the tensions that arise between entrenched professional norms and the demands of new types of professionals. We draw on institutional and organizational learning theory and organizational learning to illustrate how the traditional “career ladder” is being challenged, arguing that the concept of a “career lattice” better explains the emerging career patterns that arise with digital transformation. The article contributes to research on career development in professional service firms, including the institutional theory and organizational learning, by conceptualizing the shift from ladder to lattice as a means for entangling conflicting logics.