David A. Fields’ first blog of the year provides a pathway forward for consulting firms in 2020.
It’s the first week of the year and one thing you’re probably wondering is what you and your consulting firm should do first. Right now.
Your consulting prospects are asking the same question. What should they do now? What should their priority be? Unfortunately, their list could be topped with challenges that your consulting firm doesn’t solve—penetrating the blacklight market, designing an office layout that houses 200 employees in a 50-employee space, or inventing new uses for leftover holiday yams.
Where does that leave you?
Without a consulting engagement.
In this article, points covered include:
-What’s Important Now?
-What’s the VIP for your consulting project? For your consulting offering?
-Three Questions to Identify Your VIP
Read the full article, What Your Consulting Firm Should Do Right Now, on David’s company blog.
David A. Fields explains why correct assumptions can quickly become wrong, and how to test the assumptions of your consulting practice to create new opportunities.
You throw your best efforts into delivering value for your consulting clients, improving your consulting firm’s marketing, and creating a rewarding consulting environment. Then you find your work was off by a bit. Or more than a bit. Or completely wrong. Pickles-in-peanut-butter wrong. That’s no fun.
Alas, I have bad news for you and me: we’re mistaken. About everything.
I also have good news: our mistaken assumptions represent a huge opportunity for our consulting firms.
The article identifies nine signals that could transform your consulting practice, including:
-Unexpected success signals
-Unexpected failure signals
-Closely held belief signals
-Two transformative questions
Read the full article, Signs Your Consulting Firm Is Operating on Faulty Assumptions, on David’s company website.
David A. Fields provides an eight-week plan for an effective strategic planning process that will engage and enthuse your team of consultants for the year ahead.
If you develop an annual plan for your consulting firm, there’s a decent chance you sit down with your senior team and/or advisors for a day or two to hammer out your objectives, strategies and tactics. (If you don’t engage in any strategic planning for your consulting firm then, as the old saying goes, ‘When you don’t know where you’re going, any road could end up in Newark.’) The annual rigmarole requires substantial effort, time, M&Ms and endurance. It’s a chore.
The six steps covered in this article are:
-Report the facts
-Lessons learned and implications
-Revisit vision, values, and mission
-Goals, gaps and objectives
-Strategic Initiatives and Success Metrics
Read the full article, 8 Weeks to Get Juiced – A Better Strategic Planning Process for Consulting Firms, on David’s website.