Why this – why now? Observing the trends with the group, people from corporate roles becoming consultants
Counselor, educator, facilitator –- it fits my Myers-Briggs type. That’s what I thought.
I’ve been involved in KM for 20 years, and in professional services for 15. Noticed shift in market in 2006. Summation of 10 years of online and mergence of 2.0
If you’re not comfortable with the notion that you’re always selling WHILE delivering, then maybe consulting isn’t for you. Alternatively, if you have a never-ending stream of referrals and extensions
Surprisingly little research has been done of strategy of consulting businesses
Globalization of wage rates has been the biggest strategic threat. Large numbers of New entrants has been driven into market. Low barriers of entry – get some cards from Vistaprint and you’re in the game. But once in, where do you put your attention? What are your assets? A good rolodex iis a quickly depreciating asset unless you prime it with new contacts. New social tools help, but there is no competitive advantage to be derived from this.
The only winning strategy is to create a series of mini monopolies in which you’re the sole provider. This is a spin on the Blue Ocean strategy, but it’s hard because while the barrier to entry are allow, the barrier to pushing a really unique idea can be quite high when you’re dealing with intangible assets.
So you want to be a knowledge management consultant?