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March 16, 2008


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amnon levav

hi Drew,

Being an innovation consultant, I am obviously not objective on this theme (are we on any, i wonder), but here is a thought:
I think you have covered quite comprehensively the typology and the questions a client needs to know answers to. My small recommendation: probably what you see, what you observe, is more powerful than the answers you get from the consultant to your questions. In other words, how we behave is probably a better indication of what we are worth than what we say. As someone who has often failed the test, but hopefully more often passed it, i believe it is a better indicator.


Good advice. So the client should do a bit of ethnography, so to speak, on the consultant? I agree. One should be able to observe innovation...and the consultant's approach to facilitate it.

Thomas Ames

Great advice, Drew. I find that too many clients don't ask this information, but I freely give it, as it is a great way to make them more comfortable with myself and my consulting firm.

I also find that too many consultants don't adequately provide the right type of service and instead try to make themselves seem as the all-knowing firm, doing every part of the project, qualified or otherwise. I tend to be very specific in my services, and it allows clients to know they will receive the best service in that area, and I freely refer other services to better qualified firms.


Very good advice. Thanks for posting this, it has helped me get the right information to potential clients. However, just curious about if being an individual LLC a deterrent for most larger corporations?


Alison, I don't think it is a disadvantage to be an individual (LLC) consultant. In fact, in some scenarios it can be an advantage. I know of a large firm that put a moratorium on using all large consulting firms (McKinsey, etc). So instead, people hired solo consultants. The quality of the work is the same.

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