In this post, I'll be summarizing what we spent the last three posts examining and bringing things back full circle to the post that started this series (it's kind of like a flashback episode but without the laugh track).
Let's start off with a little section I like to call...
Way back in the original post of this series, I'd stated that the company for which I work, BHS Consultants, is an "IT/technology consulting firm"; I'd also stated that this label is a "challenging" one.
By way of comparing and contrasting what I refer to as classic consulting and modern consulting, I set out to define what I meant by the two respective terms with the goal of showing why the label above is a challenging one for my company (which I will finalize in this post).
We compared the two terms by way of a thought experiment, defined as follows:
- You are in charge of a large project to implement a new business process that is to be heavily automated.
- You have a fixed budget and deadline.
- You currently do not have the expertise or staff to undertake and complete the project.
- You want to make as big (read: positive) an impression as possible.
- Find and take on an internal staff (either full-time or contract) including both SMEs (Subject Matter Experts) and implementors.
- Find and contract a knowledgeable consultant to advise on the project and then either field a staff to implement or contract out the work to another firm.
- Find and contract a knowledgeable "one-stop shop" that has both the SMEs needed and the manpower to carry out the plan/advice from the SME(s).