technical consulting

It makes sense that you would pay strategy consultants more than you would operations consultants. After all in many cases you are paying for advice on what big leaps and bounds to take next as a business, not to improve or refine existing processes – Normally the purview of the operations/technical consultants. However, given that the rate of technological change is exponentially accelerating year on year (For instance – in the last 2 years we have created more data than in the entirety of human history before) It seems that the two things ought to be intimately linked. Most of the success stories of the 21st century have been online businesses like Air BnB, Uber, Snapchat, Facebook, Ebay and a thousand more I could name and the big players in every industry are starting to take serious note of this. These unicorns were started by what some may unfairly refer to as Geeks. Technical founders with a passion for solving a problem, probably the sorts of people who work for technical or technology consultancies.

 

So how is it possible to decouple technology from strategy anymore? While you are doing a 6 month competitor analysis, your competitors are launching new tech products, people are working in basements under your feet creating your worst nightmare – using the latest technology. Data Scientists, Coders, Physicists, Engineers, Product Designers are all hard at work trying to disrupt complacent industries and they are doing it very successfully.

So while operations and technical consultants may not have the education pedigree or the shiny suit, they know one thing very well: The way the world is going and they deserve more attention. The new paradigm for building companies and growing them exponentially is already blue printed into the successful startups I mentioned earlier. Constant Iteration, Rewarding faliure, experimentation and open management structures are the new paradigm so that should be the focus of strategy. Now what you really need are the technical people to make your creations work. In part that may explain why the technical consultant is on the rise.

OPERATIONS consultants sit at the front of the classroom,” says a partner at a strategy consultancy. “Strategy consultants stay in the back, not paying attention, throwing paper airplanes. But they still get the girls and get rich.” Like so many caricatures, this one is cruel but contains a grain of truth. Operations consultants—the fine-detail guys who tinker with businesses’ internal processes to make them run better—generally do not enjoy the same glamour or financial rewards as strategy specialists, whose job is to advise firms on make-or-break deals, adopting new business models and other big stuff.

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