Weitere ähnliche Inhalte Ähnlich wie So you want to be a knowledge management consultant? (20) Mehr von Joe Raimondo (11) Kürzlich hochgeladen (20) So you want to be a knowledge management consultant?1. ONTOLOGIQUE
Doug Breitbart & Joe Raimondo
Semantic System Design
COPYRIGHT © ONTOLOGIQUE 2011-14
2. SO YOU WANT TO BE A KM
CONSULTANT?
Joe Raimondo
Ontologique
November 2014
COPYRIGHT © ONTOLOGIQUE 2014
5. 3 FACTOR KM MODEL
Innovation
Monetization
Stewardship
All projects KM have one or more, in some ratio
Ratio(s) determine approach
COPYRIGHT © ONTOLOGIQUE 2011-14
7. K&IM COMPETENCIES
Developer
Designer
Story teller
Teacher
Geek
Facilitator
Practitioner
Semanticist/Ontologist
Methodologist
Developmentalist
Change agent
Negotiator
7
8. ANALYZE K&IM BEST
PRACTICES: NAVIGABILITY
(JR)
8
•Smarter Content
•Everything in noSQL
•Semantic & social search
•Auto-everything
•Case: “Don’t mention search”
Source: Robert Gray
http://www.rwgrayprojects.com/rbfnotes/grea
tc/gcvep.html
11. SO YOU WANT TO BE A KM
CONSULTANT?
The Making of a Consultant
The State of the KM Consulting Market
KM Consulting –a Career Perspective
KM Consulting Strategy: 2015 & Beyond
Seven Keys for Consulting Success
Conclusions & Takeaways
Questions
COPYRIGHT © ONTOLOGIQUE 2011
12. THE MAKING OF A
CONSULTANT
I Always wanted to be a consultant
I don’t know why
© www.despair.com
COPYRIGHT © ONTOLOGIQUE 2011
13. THE MAKING OF A
CONSULTANT
- Worked in “Big KM” – Big 4 in the ‘90’s.
The time we fondly remember.
- The eye of the storm for KM at the
time
- Everyone want to get back to that time
- But, IT’S NOT COMING BACK!
COPYRIGHT © ONTOLOGIQUE 2011
14. THE KM PROFESSIONAL
SERVICES MARKET 2014
- Vertical Market Perspective
- Horizontal Market Perspective
- The Bottom Line
COPYRIGHT © ONTOLOGIQUE 2011
15. KM CONSULTING – A
VERTICAL MARKET
PERSPECTIVE
Pharma & Life Science
- AV & BV
Financial Services
Integrated Manufacturing
Chemical and Process
Manufacturing
Professional Services
Public Sector
Non-profit
COPYRIGHT © ONTOLOGIQUE 2011
16. KM CONSULTING – A
HORIZONTAL MARKET
PERSPECTIVE
Subject matter expertise
Project & Analysis Expertise
Technical/Platform Expertise
KM Expertise (plus…)
Trusted Advisor/Guru
COPYRIGHT © ONTOLOGIQUE 2011
17. KM MARKET – THE BOTTOM
LINE
1) Knowledge Management is still relevant
- Still the best term to encompass the broad spectrum of
technologies and disciplines involved in optimizing the
value of an organization’s intellectual assets.
2) The strategic justification is a major challenge
- Business environment of cost-cutting and consolidation
3) The tactical justifications are driven by
- Platform consolidation
- The search for “intelligent” life
- Public sector-graying workforce
4) Finding the right “internal team” and defining their concept
COPYRIGHT © ONTOLOGIQUE 2011
18. KM CONSULTING –A CAREER
PERSPECTIVE
- Three Words
- Who Gets the Coffee?
- A-B-C
- Guru-dom
COPYRIGHT © ONTOLOGIQUE 2011
19. UP OR OUT
- Successful consultants are like sharks – they have to keep
moving
- The Big 4 model – up or out – is kind of a constant, either you
qualify yourself as a partner, or you eventually land a staff
position at a client
- There are staff positions at consulting firms, but it a risky
proposition – always the first to go in a downturn.
COPYRIGHT © ONTOLOGIQUE 2011
20. WHO GETS THE COFFEE?
- In my experience, the key to long-term success in consulting is SELLING, not
delivery
- Once you sell, of course you deliver – but the long-term perspective on
business development and closing is the engine for growth.
- Consultants who aren’t good at sales, but who are successful, will have a good
sales team at their side
- Successful sales in consulting comes in all forms, from cold calling to 100
percent networking
COPYRIGHT © ONTOLOGIQUE 2011
21. A-B-C
- Selling in consulting come in many forms:
- High volume, sales as marketing
- Low-key networking, the country club approach
- Proposal machines
- The all important follow-on
COPYRIGHT © ONTOLOGIQUE 2011
22. GURU-DOM
The option to being the big
closer/Partner/Principal is to be a Guru.
Requires more of a focus on constantly
generating new intellectual property.
Still requires selling and closing, but the IP
(books, courses, methods, etc.) are the
primary draw.
COPYRIGHT © ONTOLOGIQUE 2011
23. KM CONSULTING STRATEGY:
2015 & BEYOND
Strategy as the Optimization of a Portfolio of
Intellectual Assets
A Textbook Approach
Strategy and the Sole Practitioner
COPYRIGHT © ONTOLOGIQUE 2011
24. STRATEGY: OPTIMIZING A PORTFOLIO
OF INTELLECTUAL ASSETS
- E.g., practice what you preach
- Develop and Leverage your own portfolio of
assets
- Capture, classify and develop avenues for
distribution of as much of the artifacts of your
intellectual effort as possible
- Provides the engine for generating the intellectual
assets that move your firm forward
For more info, see The June 2005 Harvard Business
Review “Surprising Economics of a "People
Business” by Felix Barber, Rainer Strack
http://bit.ly/2B0Jtt
COPYRIGHT © ONTOLOGIQUE 2011
25. A TEXTBOOK FIVE-FACTOR
PERSPECTIVE
Strategic factors driving decisions about allocation of:
- Time/Attention
- Capital (financial/social)
COPYRIGHT © ONTOLOGIQUE 2011
26. STRATEGY AND THE SOLE
PRACTITIONER
Even sole practitioners faces the need to operate strategically
- “Kill and eat” is not really a strategy
If you’re not operating strategically, you short-change your
clients, even if you are totally successful at delivery
COPYRIGHT © ONTOLOGIQUE 2011
27. SEVEN KEYS TO CONSULTING
SUCCESS
(1) Winning the Proposal Game
(2) Your Give Away
(3) Dealing with Expectations
(4) Moving In – becoming part of the family
(5) Appearing bigger than you are—project yourself
(6) Eating your own dog food—practicing what you preach
(7) Build your virtual team
COPYRIGHT © ONTOLOGIQUE 2011
28. WINNING THE PROPOSAL
GAME
Successful proposals don’t simply win you business
- They are the blueprint for maintaining the relationship with
the client
Successful proposals usually win on the strength of the team,
and the demonstration of capability to perform
- You need to document all your past experience
(qualifications) rigorously.
You need to run the proposal through an applicable project
management method to clarify scope, identify resources and
role, and to manage risk.
COPYRIGHT © ONTOLOGIQUE 2011
29. YOUR GIVE AWAY
You might offer a “freebie” – a lure for
potential clients
- A free taste of the services you offer to
get them hooked
The BEST charge clients for their give-away.
- It gets the client’s skin in the game
Make sure that you (and the potential client)
don’t confuse your give away with your real
offer!
COPYRIGHT © ONTOLOGIQUE 2011
30. DEALING WITH
EXPECTATIONS
Winning professional services business requires
setting high expectations.
The biggest source of suffering in professional
practice is the inevitable divergence of
expectations once delivery begins.
The client is always right – to a point.
It’s important to establish a partnership with
clients that allows give and take.
Don’t be afraid to fire a client. In the long ruin,
it’s more important to maintain your
professional integrity than to be abused for
billable hours.
COPYRIGHT © ONTOLOGIQUE 2011
31. MOVING IN – BECOMING
PART OF THE FAMILY
“Be thou familiar but by no means vulgar..”
You want to cultivate a trusted advisory
relationship AND maintain your
independence.
This is a high-wire act for consultants.
You have to create your own structure that
YOU belong to so you’re not dependent on
belonging o the client’s culture and
structure.
COPYRIGHT © ONTOLOGIQUE 2011
32. APPEARING BIGGER—
PROJECTING YOURSELF
One of the tenets of small business is to
find ways to appear bigger than you are.
Overinvesting in image – quality of
materials, deliverables, web site, etc. is one
way to accomplish this.
Pulling in allies from your network to flesh
out your team also can be helpful.
Be smart about this, and also be accurate.
Leaving people with an impression is
different that mis-representing yourself.
COPYRIGHT © ONTOLOGIQUE 2011
33. EATING YOUR OWN DOG
FOOD—PRACTICING WHAT
YOU PREACH
Vexes every consultant – focus should
be on delivery and new business
development.
But especially in a discipline like KM, it’s
important to be able to lead client – to
show a vision, to open their eyes.
Practicing KM internally – no matter
your size – expands the boundaries of
your professional capabilities.
COPYRIGHT © ONTOLOGIQUE 2011
34. BUILD YOUR VIRTUAL TEAM
Consultants are expected to be experts in their
disciplines. But too often they think that their
expertise in on domain extends to other
domain.
Beyond your professional cadre, it’s important
to build a social network that’s balanced with
people who have key skills – sales, marketing,
branding and image, project management, etc.
Train your teams eyes to spot opportunities for
you. They should be clear about what you do
that they can reliably identify an obvious
opportunity back to you.
- Train them!
COPYRIGHT © ONTOLOGIQUE 2011
35. QUESTIONS
Joe Raimondo, @JoeRaimondo
joer@ontologique.com
http://www.ontologique.com
COPYRIGHT © ONTOLOGIQUE 2011
Hinweis der Redaktion Why this – why now? Observing the trends with the group, people from corporate roles becoming consultants Counselor, educator, facilitator –- it fits my Myers-Briggs type. That’s what I thought. I’ve been involved in KM for 20 years, and in professional services for 15. Noticed shift in market in 2006. Summation of 10 years of online and mergence of 2.0 If you’re not comfortable with the notion that you’re always selling WHILE delivering, then maybe consulting isn’t for you. Alternatively, if you have a never-ending stream of referrals and extensions Surprisingly little research has been done of strategy of consulting businesses Globalization of wage rates has been the biggest strategic threat. Large numbers of New entrants has been driven into market. Low barriers of entry – get some cards from Vistaprint and you’re in the game. But once in, where do you put your attention? What are your assets? A good rolodex iis a quickly depreciating asset unless you prime it with new contacts. New social tools help, but there is no competitive advantage to be derived from this. The only winning strategy is to create a series of mini monopolies in which you’re the sole provider. This is a spin on the Blue Ocean strategy, but it’s hard because while the barrier to entry are allow, the barrier to pushing a really unique idea can be quite high when you’re dealing with intangible assets.