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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.

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:

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That’s an interesting question Jessica Alter is asking on wired.com:

We’re supposedly in the midst of a design renaissance, where beyond the cliché Steve Jobs and Apple ecosystem example, we see a design-centric focus in everything from soap (Method) and thermostats (Nest) to email (Mailbox) and even baby food (Plum Organics).

And yet, there’s a dearth of designer founders.

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