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Pursuit of management obstacles

Getting to know what obstacles are in the way is actually good for a management consultant. Why would you want to steer towards an issue without being ready, when you can jump or go around and forward to the obstacle as part of the process? The lack of this constructive measure can be a fail scenario in cases when consulting to find a solution immediately is washed away by seeking out what is blocking efficiency. By fostering this as an included step can improve both the leadership and resultant benefits that a consultant brings to their client. Let’s be accountable in that there are always going to be obstacles and to bring these to light not as just a methodology for, this is is how to be better or lessons learned, but as an understanding that these stops are not to be avoided with other new outlays. What obstacles do you know you have in your current project, and how are you going to shift, not eliminate?

A new year with business process change

With resolutions being made, consultants are vying for work. Slumps and growth, business process change is becoming the go to way to reach the services that people need. Is this optimal? Could be, but management should though look at the issues that enable the success of the path to improving profits or just making life better for those involved. Implementing vital performance support measures to how operations are tasked while conducted by the consultant can be a tried method for achieving what the client needs. What do they need you ask?

Real success come when you shift from delivering what you think your customers need to knowing what each customer wants. via

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Bumps in the road

As projects develop, so do errors in their progress. When these inconvenient truths occur, the real skills of the consultant come into play. How well do they mitigate these bumps in the road, and can they still deliver on time? Whether or not the project is deemed a success or not, it is essential that these elements do not impact other developments. By asking, what led this to occur and how does this effect subsequent steps, the process can remain as a functional course for the client’s needs.


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Flight of the consultant

To the typical consultant, going to the place that needs attention is not new. However, when can this be managed effectively from afar? But as stated by Stephen A.Wilson and Andrei Perumal, it’s actually worth making the trip to be there with the client to get past complexity:

Today, companies are dealing with the new realities of a global marketplace: 1) tremendous cost pressure as customers refuse to pay for a company’s wastefulness, and 2) the need for customer intimacy; a company’s product or service has to meet customer needs, not approximately, but exactly.  The implication here is that companies are increasingly faced with a new polarity: how to create sources of scale and at the same time build stronger intimacy with customers.

Startup companies

There is the startup and the company. While workers tend not to choose what they will be doing, it is though up to the employee. When should a company be started? If there is a passion and the skills, then an upstart can get going. This is not to say that companies aren’t a good path. Which will make the world a better place?

Scheduling self employment

Really the most important thing to build upon when starting out as a consultant is schedule and how to bend, not break the occurrence with other peoples’. It’s not as if the clock will instantly start corresponding with the business hours of others, but you can help yourself by gaining on the timeliness at large.


Optimizing for growth

2012 has been successful, yet the same problem continues to come up with companies growth. How do you optimize to scale, while maintaining business? While this may seem like an easily answerable statement, this is something that will be significant as smaller entrepreneurs begin to compete with regular players. With this said, thanks for stopping by the Isolated Designs’ blog and to another great year.

Consulting while bootstrapping

Zvi Band offers a very useful list of problems and preventive measures to deal with the entrepreneur who is bootstrapping and having to consult at the same time to bring in capital. Distractions, time, and what he calls the “biggest flaw” is when you hit a rough patch while consulting and the seeds of doubt begin to grow about your entrepreneurial ventures.

Some remedies:

Break up both consulting work and internal startup work into manageable chunks. That way you can mix both together in a day.
In true GTD style, write down what you need to accomplish before you start your day. It’s at that planning stage where you can put thought into how you want to balance your day.
Don’t check email so often.
Hire other people to work with you. Task one of you with with client work, and the other with internal product.
Keep track of your financials. How much consulting work do you actually need to take in this month?

Moving on

Jared M. Spool who is the founder of User Interface Engineering, the largest usability research organization like it, offers some useful advice in how deal with people that “stick beans up their nose” for what appears to be no good reason at all. By managing the expectations before and after people use beans in improper ways, a consultant can better serve or walk away from these irrational consulting situations.

The only thing I can do in a beans-and-noses situation (notice my clever use of flight-attendant grammar forms?) is wait. Wait until the bean is in its final resting place. Then, with a calmness only seen in yoga instructors, I can turn the nose owner and ask, “So, how is that working for you? Did it do everything you’d hoped?”

Of course, if they answer they enjoyed it and it was wonderful, then they are not someone I can relate to or help in any way.

However, if sticking a bean deep into their nostril doesn’t meet the very high expectations they’d had, I can now start talking alternative approaches to reaching those expectations.

Stopping out

Peter Thiel, founder of paypal and co-founder of facebook is offering a $100,000 fellowship for students who are expected to drop out of college upon receiving the award (recipients must be 20 years or younger)- Edward Tenner at the Atlantic asserts that none of the celebrity trailblazers of the web would have had the opportunity to be successful if had not been for the none dropouts that paved the way for their education and eventual departure. Interesting. Jon Marcus of Times Higher Education:

The San Francisco-based founder of PayPal and co-founder of Facebook is offering two-year fellowships of up to $100,000 (£63,800) to 20 entrepreneurs or teams of entrepreneurs aged under 20 in a worldwide competition that closes this week.

With the money, the recipients are expected to drop out of university – Thiel calls it “stopping out” – and work full time on their ideas.

“Some of the world’s most transformational technologies were created by people who stopped out of school because they had ideas that couldn’t wait until graduation,” Thiel says. “This fellowship will encourage the most brilliant and promising young people not to wait on their ideas either.”