Over the last 10-15 years, we have seen the proliferation of companies offering “Revenue generation as a service” as a response to the situation described above. Is this a viable solution for technology companies and will we see a growing use of such services?
I was the keynote speaker at a business event some time ago. At the following lunch I was sitting next to the CEO of a software company. As my keynote was about how information technology and software companies can grow faster than their competitors, we obviously talked a lot about issues related to this subject. We especially talked about how to enter foreign markets. At a certain stage in the conversation the CEO asked me…
Last Sunday I was playing with my grand kids in the garden at my son’s and daughter in law’s place. We were playing kid’s tennis spending most of time looking for the ball in the bushes. Monday morning I found that a tick had bitten me in the back. Wednesday morning my wife checked the bite and was worried. She insisted that I went to the doctor.
– Average reading time for this post is 5 minutes – Why would we need a product management function? When is the right time to appoint someone to take the lead on software product management? A product manager leads and manages one or several products from the inception to the phase-out in order to maximize life-time business value.
This is the 12th post in a series of posts addressing the issue that too many independent management consultants are working too many hours for too little pay. See the end of this post for a summary and a list of subjects in the series. This post is about delivery
This is the 6th post in a series of post addressing the issue that too many independent management consultants are working too many hours for too little pay. It is my objective to inspire as many independent management consultants as possible to exercise their profession and approach their clients in a different way. See the end of this post for a summary. This post is about setting the objectives for a management consulting project.
I meet and talk with a lot of independent management consultants. 99% of them are extremely busy. They are so busy that they have little time to learn new approaches, keep up with the development in their area(s) and develop their business. Most of them even complain that they are too busy. They also use their busyness as an “excuse” for not being responsive and not meeting deadlines. When I ask why they are so busy the…
How do you ensure that you constantly improve speed, quality, value and price/performance in your consulting services? In short: How do you deliver more, at a lower price with a higher profit? I find most of the management consulting industry terribly old fashioned. I have the impression that most management consultants are dinosaurs with very little feel for internal innovation. The adoption of new technology and thinking in the management consulting industry is slow.