If you need to take a step back from day-to-day operations and plot out the long-term direction of your user experience strategy, consultants can give you a perspective you can't get on your own.
Sentiment: NEGATIVE
Every year in consulting is like three years in the corporate world because you have multiple clients, multiple issues - you grow so much.
Wherever I was in the world, at the beginning of every consulting project, one thing was certain: I would know less about the business at hand than the people I was supposed to be advising.
Consultants have credibility because they are not dumb enough to work at your company.
Experience is not the poor relation of expertise. Valuable insights in business often come from the people on the ground.
My greatest strength as a consultant is to be ignorant and ask a few questions.
Being a consultant is like flying first-class. The food is terrific, the drinks are cold. But all you can do is walk up to the pilot and say, 'bank left.' If you're in management, you have the controls.
I'm not sure that you can say definitively that some roles are better filled by consultants, but I would say that some projects are better handled by consultants.
A consultant is someone who saves his client almost enough to pay his fee.
In the ideal scenario, consultants work for a board, and they're helping the board check on certain aspects of management. Their work is made public and transparent.
I could have probably built a great career in management consulting, but one of the insights that I had early on is that just because you're good at something doesn't mean that you should continue to do it. Somewhere in my heart of hearts I knew it wasn't what I wanted to do.
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