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Next Generation Consulting Model

October 29, 2009


As a Consulting firm who specializes in small to medium sized enterprises (SMEs), Status Not Quo focuses on a unique market segment generally neglected (fortunately for us) by the larger international consulting firms.

I recently came across a very interesting blog post by Ed Barrows:

Some highlights included:

“Consulting Magazine recently held a symposium on trends, challenges and opportunities in global consulting that’s worth considering if you’re in the business.  Historically, the $150 billion market for management consulting services has been dominated by a handful of large, traditional consulting firms that worked on single-sourced, long-term engagements and delivered consulting services focused on business problems and projects with broad scope, scale and complexity.   Challenging economic times have shifted this market to ‘the next generation consulting model’.   The shift addresses the needs of businesses in a global, dynamic and competitive environment.

Projects are changing from big, transformational engagements to a series of smaller, specialized parts, which generates transactional consulting services suited to more specialty, consulting firms. This shift supports utility consulting. In addition, the scope and objectives of consulting projects are built upon an execution-bias. It is not enough to be prescriptive, rather consultants’ work need to be prescriptive and actionable.”

Many SMEs are not Mom and Pop stores – they are sophisticated and strategic; they aggressively manage their business, and actively court creative and innovative technology solutions.  They frequently stand to benefit greatly from a cross pollenization of ideas from other companies, projects, industries, and experts – exactly where a good consultant can be worth their weight in gold.

Hiring a consultant shouldn’t make you feel like you’re taking a chance.  The benefit should be clear and concise.  If it isn’t, then the consultant has not done a good job of managing your expectations, and communicating clear objectives and benefits.  If they can’t do that before the engagement, chances may not be that good that their track record will change “during” the engagement either.


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