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These firms will likely be able to: Serve existing clients across a wider range of areas by mining their internal capabilities for opportunities. Invest heavily in software solutions to sell ongoing services to existing clients at higher margins. How can I build this capability internally and not depend on external software solutions?
At its best, consulting is selling a process not solutions which means one of the best uses of time is to obsess over the process. So I drafted mine and sent them to Marvin for comment. He said that any service business that gave higher priority to profits than to serving its clients deserved to fail. Marvin gave me holy hell.
Here is McDonald again (emphasis mine): “The emphasis in the GSO was more on why managers did things, as opposed to how they did them. Do you have a toolkit for businessproblemsolving? Special thanks to Antoine Buteau for his contributions to this essay.
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