[vc_row][vc_column width=”1/1″][vc_column_text]The fundaments of the consultancy’s business plans have basically not altered in more than 100 years: Sending outcasts, smart and agile, into associations for a limited time and asking them to propose solutions for the most troublesome issues their customers had to solve. Some experienced specialists have been questioned by a team of researchers and they sneered at the assumption of a coming disruption in their industry, noting that customers will always be confronted by new challenges,thus giving consultants a reason to exist. Their response is reasonable, in light of the fact that two variables—opacity and agility—have long made consultants resistant to disruption.[/vc_column_text][vc_separator][/vc_column][/vc_row][vc_row][vc_column width=”1/1″][vc_column_text]
In “Consulting on the Cusp of Disruption” (Harvard Business Review, Oct. 2013), Clayton Christensen, Dina Wang & Derek van Bever point out the coming disruptive changes in the world of management consulting:
[/vc_column_text][/vc_column][/vc_row][vc_row][vc_column width=”1/1″][vc_column_text] Read more
