Run a consultancy business: 7 broken myths

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Keynote presentation made by @Laurent Kinet, @Bartvdk, @SergeFontinoy and @XavierCremer at the #DMF2011 in Brussels.

Seven myths of running a consultancy business broken.

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  • Seven things we think valid or obvious by reflexBut that are not obvious, they are just the result of what has been done before, and that we repeatWe are going to mention 7 examples, of course there are a lot more.They were true for us, but maybe not for everybody.
  • LAURENT
  • Innovation is not the future.It’s mixing the future with presentThe ability to bring new and relevant ideas in existing ecosystems.Organic Innovation : related to life, to the interior, to organs, to patience, and to overall consistency, integration of all elements. That what makes things work, not all fancy performances often sold to catch an award.
  • Innovation is not the future.It’s mixing the future with presentThe ability to bring new and relevant ideas in existing ecosystems.Organic Innovation : related to life, to the interior, to organs, to patience, and to overall consistency, integration of all elements. That what makes things work, not all fancy performances often sold to catch an award.
  • innovation worth nothing without a business-related concern.Otherwise it’s just… art. it’s a way to PUT LEADERS BEHIND claiming that BEING DIGITAL NATIVE IS NOT AN ADVANTAGEBECAUSE THEY ARE FIRST-GEN AGENCIES … and K is NOT a first-gen AGENCYit’s a new-gen COMPANY(company refers to co-creation)
  • BARTExplanation of the keiretsu model, bunch of smaller entities under the K cap that all have their own expertise.The growth is not linked to the central business. Welcome in the connected business world.
  • SERGEExplanation of APMORipples.
  • RipplesOrganisation productive (àcôté de la fonctionnelle, traditionnelle)Réunion de groupesd’intérêt (l’intérêtpeutêtre un projet, un client, une expertise, uneéquipe de foot interne, etc)Il y a un Ripple Chief, quin’est pas spécialement manager fonctionnel, mais qui leade le ripple par sacompétence, reconnue de tous.
  • BARTEnterprise 2.0, Cloud, Socialcast, etcRemote workingDifferent locations
  • SERGELes projetssont-ilstousséquentiels ?Le développement IT suit-iltoujours la définition de l’interface ? NonApproche “concurrent engineering”
  • XAVIERIl y a des enjeuxpolitiques, un compromisàtrouver
  • LAURENTIl fautassimiler, améliorer, critiquer les bonnespratiquesY compriscequ’onvient de dire.Remettez-vus en question.@.In the digital sector, you must mix different professions, apply basic management techniques, dare reinvent this young market.(and this is correct, conclusion)
  • Run a consultancy business: 7 broken myths

    1. 1. Digital Marketing First 2011<br />
    2. 2. Run a Consultancy Business <br />7 myths<br />
    3. 3. Put the spotlighton<br />7 things<br />wethinkvalid<br />by reflex<br />
    4. 4. In the digital sector, you must innovate<br />
    5. 5. innovation is<br />mixing future withpresent<br />
    6. 6. innovation thatworks<br />bundle mainstreamthingswith new patterns <br />
    7. 7. in business, it’s the ability to bring new relevant ideas in an existingecosystem<br />
    8. 8. we call it<br />organic innovation <br />
    9. 9. In the digital sector, you must grow. Always.<br />
    10. 10. *<br />* kereitsu<br />
    11. 11.
    12. 12. In the digital sector, you must structure the company hierarchically according to the growth level.<br />
    13. 13.
    14. 14. In the digital sector, you must deploy a Sharepoint Intranet and run meetings to communicate internally.<br />
    15. 15.
    16. 16. In the digital sector, you must follow a sequential process to manage projects.<br />
    17. 17. the end of <br />waterfalls<br />
    18. 18. concurrent engineering<br />
    19. 19. In the digital sector, you must take rational choices.<br />
    20. 20.
    21. 21. In the digital sector, you must apply best practices.<br />
    22. 22. Don’t drown yourself in stencils. Dare. Invent.<br />

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