90 posts tagged with "Consulting"

If customers cannot place your product in a mental category, they will invent the wrong one—or ignore you. April Dunford’s Obviously Awesome treats positioning as a deliberate process: start from real alternatives, isolate unique strengths, translate them into value, pick the market context that makes that value obvious, then align messaging and sales.

In small sales, clever closes and feature pitches can work. In major sales—large value, multiple stakeholders, long cycles—Rackham’s Huthwaite research showed that traditional closing pressure often reduces success. SPIN Selling replaces folklore with behaviours correlated with winning: diagnose problems, expand implications, and let buyers articulate payoffs. The book is not a script; it is an evidence-backed operating system for complex B2B and consulting pursuits.

Data does not speak for itself. Storytelling with Data: Before & After shows—through practical makeovers—how the same numbers become noise or a decision tool depending on audience, tension, visual form and focus. For consultants and AI teams, this is the difference between a dashboard graveyard and a board action.

Local efficiency can bankrupt a plant—and a project. Eliyahu Goldratt and Jeff Cox’s The Goal teaches Theory of Constraints through a novel: the goal of a business is to make money now and in the future, and the system is governed by constraints. Optimise the bottleneck; stop celebrating busy non-bottlenecks.

Most strategy decks describe what a company will do. Almost none explain why rivals will fail to copy it profitably. Hamilton Helmer’s 7 Powers framework answers that harder question: durable value creation requires Power—a configuration where you earn superior returns and competitors cannot arbitrage those returns away. Strategy, in this lexicon, is not a mission statement. It is the disciplined hunt for Benefit × Barrier.

The CEO job looks like a longer version of every prior leadership role. It is not. The altitude changes: you set direction for an entire enterprise, align thousands of people you will never meet, mobilise a team that must outgrow individual egos, help a board help you, connect stakeholders who do not share your incentives, and still protect the few hours only you can spend well. Extraordinary CEOs do not win by working harder at middle-management tasks. They win by adopting six mindsets—and practising them until the organisation feels the difference.

A meeting that feels efficient in Amsterdam can feel rude in Tokyo. Feedback that feels honest in New York can feel destructive in Jakarta. A decision process that feels inclusive in Stockholm can feel endless in New York—and a decision that feels decisive in Shanghai can feel illegitimate in Amsterdam. Global business does not fail because people lack intelligence. It fails because leaders assume their cultural operating system is universal. Erin Meyer’s Culture Map gives you eight dials—and a way to stop blaming personalities for what is often culture.

Most managers do not fail because they cannot add. They fail because they treat the financial statements as facts carved in stone—when every profit number, every asset value, and every “healthy” ratio rests on assumptions, estimates, and biases. Once you see the art behind the science, you stop being intimidated by finance and start using it as a decision language.

Most “strategies” are not strategies. They are budgets with adjectives, vision posters, goal lists, or motivational fluff that never names the hard challenge—or the coordinated actions that would overcome it. Rumelt’s lasting gift is a ruthless filter: good strategy is a coherent response to a diagnosed difficulty, not ambition dressed as planning.

A manager’s output is not the hours they personally work. It is the output of the organisation under their influence or control. That single redefinition—Grove’s central move—turns management from a status role into a production problem: identify the limiting step, raise leverage, design the factory of work so the whole system produces more.