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Monthly Archives: January 2017

Who Are the Most Innovative Companies?

The Boston Consulting Group (BCG) has released its research on who it deems to have been the most innovative companies of 2016. The results are not likely to elicit a spit take, but they are worth a glance. The report discusses several compelling anecdotal stories of innovation at work, though it does not quite connect the dots to recommend a framework for innovation. BCG ranks the top 50 innovators, and leading the pack are the …

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5 Tips to Work on the Go

Consultants and freelancers typically do not work out of the same office all the time. Whether they are working remotely or traveling internationally, they need to be prepared to operate in different environments. In an article for the Seattle Times, Jennifer Worick shares some tips to work while traveling: Prepare for departure. Scope out the Wi-Fi in advance. Pack a tablet. Recreate your office atmosphere. Keep to your normal schedule and habits. Mobile Application You …

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It Costs and Pays to Delegate

In the beginning, it makes sense for solo consultants to manage and execute all of their activities by themselves. They do not have as much capital to burn, and they want to prove that they can stand on their own two feet. But past a certain point, it will probably pay to add a few more feet to the mix. Michael Zipursky explains why going it alone is impractical in the long run in a …

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Intellectual Curiosity Drives a Career

Too many careers stall out from complacency. A post at Consultants Mind argues that one of the strongest ways to ward off complacency is to maintain intellectual curiosity. After all, curiosity generates questions, and the right questions can lead to surprising answers. Inspired thinking could lead you to develop new business capabilities, increasing your importance within a business, or it could push you to pursue a different line of work altogether. The post also advocates …

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Managing the Transition to Your Successor

Variety is the spice of life, and consulting is subject to more seasoning than most professions. As just another part of the job, consultants will sometimes be replaced on a project and move on to other tasks. Part of the transition is ensuring the person coming into the old position is properly prepared. Lew Sauder discusses this in a post at his blog. Endings and Beginnings Sauder tries to liken a transition of consultants to …

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What Is It Holding Our Clients (and Us) Back?

The time for action is now—and yet your client or you suddenly feel like you are up to your knees in quicksand. How does this happen? How can you free your legs and make the best decisions for business? Michael Zipursky answers this question in a post for Consulting Success, identifying barriers to action. Mental Block First, there are the perceptible blocks to taking action—time, money, and education. Big, prosperous changes usually require an equally …

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A Commitment to Excellence in Consulting

The Management Consultancies Association (MCA)—whose members include KPMG and IBM—has established what it calls “Consulting Excellence,” a set of standards for working ethically and to high levels of quality. The hope is for this standard to become a “recognized hallmark” for consulting. An article at Consultant-News discusses it. Consulting Excellence comprises nine principles, which may be grouped into three categories of three principles each. These categories include ethical behavior, client service and value, and professional …

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Metacognition and the Consultant

Have you ever tried to think about what you are currently thinking about? It is one of those snake-swallowing-its-tail situations that results in chuckling and frustration. But a post at Consultants Mind explains how “metacognition” can be helpful to consultants. When you think about the way you think, you might think of something useful. Choking on Thought The post frames metacognition as it pertains to the consultant in a few basic steps. It begins by …

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Answering a Client Who Says ‘Tell Me What to Do’

When clients are in over their heads, drowning in too much complexity and having lost the big picture, they call in consultants. And they expect consultants to make action happen. So what happens when clients say, “Just tell me what to do!” before consultants have had enough time to gather all the facts? Mark Haas has the answer in a post for the Institute of Management Consultants USA. What to Do about What to Do …

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Finding the Next Client Faster

The relaxing closeout phase of a project can actually be the most stressful time for a consultant, if no further clients are scheduled in the pipeline. In a post for Consulting Success, Michael Zipursky describes how to avoid feast or famine scenarios to the best of your ability. It requires spending time working on your business itself, in addition to the client work you are doing. After all, initial referrals in your existing network may …

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