Wednesday, December 14, 2005
Four Categories and Ten Types of Innovation
Doblin suggets that Finance, Process, Offerings and Delivery are four types of innovation category and within them there are ten innovation types..
http://www.doblin.com/WhoIndexFlashFS.htm
For those who are trying to assist organisations and companies to innovate this simple table provides some useful touchstones with examples..
Thanks to Doblin for sharing
http://www.doblin.com/WhoIndexFlashFS.htm
For those who are trying to assist organisations and companies to innovate this simple table provides some useful touchstones with examples..
Thanks to Doblin for sharing
Thursday, December 01, 2005
How we get selected
Criteria for selecting consultants
In selecting their consultants, most clients would apply one or more of the following criteria:
(1) Professional integrity (how the consultant interprets and respects a code of ethics and conduct)
(2) Technical competence (knowledge and experience needed for dealing with the client's technical problem and producing results of desired level and quality)
This can be refined further by:
(a) differentiating between the competence of the firm and that of the individual (team) proposed;
(b) stressing knowledge of the client's sector of industry;
(c) in international consulting, stressing intimate knowledge of specific country conditions (economic, sociopolitical, cultural);
(d) differentiating between hard and soft skills (the knowledge and expertise concerning technical procedures, methods and systems, on the one hand, and the ability to deal with human problems and facilitate organizational change, on the other hand);
(e) stressing creativity and innovation (which may imply that past experience will be de-emphasized).
(3) Rapport with the consultant (mutual understanding, trust, the client's attitude to working with the consultant as a person)
(4) Assignment design (demonstrating the consultant's understanding of the specific problem and context of a given client organization, and the approach to take)
(5) Capability to deliver (structure, size, resources, location, flexibility and other features of the consulting firm, demonstrating the ability to deliver what was promised, even if conditions change)
(6) Ability to mobilize further resources (important in assignments that may call for expertise of other firms, new business contacts, additional capital, etc.)
(7) Cost of services (fee level and formula; this may not be a key criterion, but excessive fees may disqualify the consultant)
(8) Certification of competence and/or quality (formal competence certification of individual consultants and quality certification of consulting firms are taken into consideration by some clients, in support or as a surrogate of the criteria listed under (1 – 7))
(9) Professional image of the consultant (by using this criterion the client relies on the choices and assessment made and experience gained previously by other users of consulting services, or on the consultant's achievements outside consulting, e.g. as a manager or author)
In selecting their consultants, most clients would apply one or more of the following criteria:
(1) Professional integrity (how the consultant interprets and respects a code of ethics and conduct)
(2) Technical competence (knowledge and experience needed for dealing with the client's technical problem and producing results of desired level and quality)
This can be refined further by:
(a) differentiating between the competence of the firm and that of the individual (team) proposed;
(b) stressing knowledge of the client's sector of industry;
(c) in international consulting, stressing intimate knowledge of specific country conditions (economic, sociopolitical, cultural);
(d) differentiating between hard and soft skills (the knowledge and expertise concerning technical procedures, methods and systems, on the one hand, and the ability to deal with human problems and facilitate organizational change, on the other hand);
(e) stressing creativity and innovation (which may imply that past experience will be de-emphasized).
(3) Rapport with the consultant (mutual understanding, trust, the client's attitude to working with the consultant as a person)
(4) Assignment design (demonstrating the consultant's understanding of the specific problem and context of a given client organization, and the approach to take)
(5) Capability to deliver (structure, size, resources, location, flexibility and other features of the consulting firm, demonstrating the ability to deliver what was promised, even if conditions change)
(6) Ability to mobilize further resources (important in assignments that may call for expertise of other firms, new business contacts, additional capital, etc.)
(7) Cost of services (fee level and formula; this may not be a key criterion, but excessive fees may disqualify the consultant)
(8) Certification of competence and/or quality (formal competence certification of individual consultants and quality certification of consulting firms are taken into consideration by some clients, in support or as a surrogate of the criteria listed under (1 – 7))
(9) Professional image of the consultant (by using this criterion the client relies on the choices and assessment made and experience gained previously by other users of consulting services, or on the consultant's achievements outside consulting, e.g. as a manager or author)
