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Category: consulting

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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.

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.

White spaces


“A Map of the Business Landscape Provides a Firm Foundation for Establishing Direction and Making Decisions about What Is, What Will Be and What has to Happen in Between…”

In most ancient maps you can see that there are many large areas of solid spaces, particularly in the interior and outer regions, also see the drawings of imaginary beings in these white spaces- why fill in white space with creative assumptions? Because no one knew really what was there, everybody made a guess.   White space packed with imaginary dangers is an excellent metaphor for what we see as a major void that occurs within nearly every business; the absence of a clear, concise and meaningful view of how business functions (work flows, processes, systems, and information sets) interrelate, intersect and interconnect across the business.