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They also may restore a belief, that we can, indeed, shape the future. A version of this article appeared in the October issue of Harvard Business Review. Harvard Business Review, Oct 5 Qlik CHIME Fall Forum white paper. “Insight Through. Harvard Business Review, December Harvard Business Review, October Harvard Review, Jan/Feb Harvard Business Review – July
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Productivity gains, I would argue to a greater extent than in law and some other professional services, have enabled the nature of work to be very different.
The fact that 30 hbr october 2013 ago someone was literally creating slides meant that you were simply not able to do the same things you can do today. So, this is a space that has seen some meaningful evolution, I would argue.
It is true that the "send smart people in, recommend solutions" model has mostly been constant. Hbr october 2013 secret to any good consulting business is having loyal, repeat customers - and you don't accomplish that by failing to deliver value. Are these traditional value propositions disappearing?
The value propositions of retaining consultants for each hbr october 2013 these traditional reasons is changing. But disruption doesn't have one narrative or path.
Ability to do something a client cannot This can be due to: But until these rectify the imbalance between an organization's potential, and its reality, there is significant opportunity to really help out a client here.
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This is truest for pure strategy and 'intermediate' tranche consulting. Low-level implementation is most vulnerable in this dimension.
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Let's take some real world examples of actual projects: Stress-testing a bank 2. Price optimizations for a grocery store 3. Product internationalization strategy for a tech company In each of these, no one needs outside help - if hbr october 2013 could do it themselves.
The bank might, for regulatory reasons, but let's ignore that.
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But that is is, actually, hard - and there isn't anyone helping them to get there today. This scenario hbr october 2013 look great if someone could much improve machine learning, etc. Example of type b. But fundamentally the issue is that your average retailer may not have the same capabilities as someone who is best-in-class, like Target or Whole Foods, at really customizing its prices.
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People are investing, trying to get there, but the only people able to help them are A tech company hbr october 2013 to expand to other countries. The problem was, they didn't have, for example, Indonesian speakers available, nor the ability to suddenly go to Indonesia on a moment's notice to understand the market for Tech Widgets there Could some things change to help make this an area where you could avoid using help and still meet your timelines?
Yes, but it would be difficult.