A New Brand of Expertise, How Independent Consultants, Free by Dennis Russell

By Dennis Russell

A brand new model of workmanship uniquely clarifies the dynamics of the red-hot "free agent" office and teaches the recent abilities and employment ideas autonomous pros needs to grasp to be triumphant. In brand new speedy and turbulent markets, businesses usually desire really expert specialist expertise on an period in-between foundation to resolve particular enterprise difficulties, an incredible development developing large possibilities and another occupation song for plenty of execs. a brand new model of craftsmanship clarifies for autonomous pros why businesses want period in-between expertise and the way to advance a ability set that fits industry wishes. Readers will research potent tools for uniquely advertising and branding themselves for you to increase a sustainable and profitable loose agent profession. Explains the booming marketplace for "free agent" specialist talentDetails powerful place of work suggestions for either skilled and new autonomous pros, akin to specialists and laid-off managers

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Extra resources for A New Brand of Expertise, How Independent Consultants, Free Agents, and Interim Managers are Transforming the World of Work

Sample text

The CEO knew he had to import expertise into his company in order to develop and execute an international marketing strategy. M2 ultimately sent three consultants to South Africa. One expert was charged with developing an export market for the company’s core product line of industrial fibers and textiles. Another consultant was charged with exploiting several niche opportunities in the consumer market—a task that he, with M2’s help, recognized required a different skill set. The third team member was responsible for creating an international marketing function, defining the principles, processes, training, and hiring programs necessary to effectively compete globally.

A master project team was created. Key members of the bank staff were adjuncts, but a leader was needed to keep the project going. An outside consultant was secured from M2 to coordinate all of the various constituencies in the bank who needed to be involved. These factions included the regional branch management, information technology, and the policy and procedures department. Certain large segments of work were discrete enough to be defined as separate projects. One project in particular—the 14 Chapter 2 space-planning portion of how a bank branch could most logically be inserted into a bustling retail location—was outside the realm of normal bank business and embedded expertise.

Exposed to many types of industries and projects, they may have been able to identify the type of work they most enjoyed, but they may not have had the opportunity to do it again. For these individuals, the type of work—the “what”—is most critical. I became an independent consultant because I reached a point in my consulting career, after working for four large consulting firms, where I felt I was in the best position to control my own destiny. I wanted to manage my client relationships more directly rather than having to comply with policies and practices established by my consulting firm employers.

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