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.
Sentiment: POSITIVE
Consultants have credibility because they are not dumb enough to work at your company.
A consultant is someone who saves his client almost enough to pay his fee.
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.
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.
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.
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.
We are stymied by regulations, limited choice and the threat of litigation. Neither consultants nor industry itself provide research which takes architecture forward.
We don't use consultants at Landry's. We're our consultants.
Businesses should absolutely set aside funding in their budgets for security consultants. Unless there is an expert on staff, and there usually is not, it needs to be outsourced.
Being on a board is not just about showing up for the meetings. A board member needs to materially contribute to the success of the business.
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