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A New Brand of Expertise, How Independent Consultants, Free by Dennis Russell

By Dennis Russell

A brand new model of workmanship uniquely clarifies the dynamics of the red-hot "free agent" office and teaches the hot talents and employment thoughts autonomous execs needs to grasp to prevail. In brand new quickly and turbulent markets, businesses usually want really expert specialist expertise on an meantime foundation to unravel particular enterprise difficulties, a tremendous pattern growing large possibilities and another occupation tune for plenty of execs. a brand new model of workmanship clarifies for self sufficient pros why businesses desire meantime expertise and the way to improve a ability set that fits industry wishes. Readers will examine potent equipment for uniquely advertising and branding themselves which will strengthen a sustainable and profitable unfastened agent profession. Explains the booming marketplace for "free agent" specialist talentDetails powerful office suggestions for either skilled and new self sufficient execs, corresponding to experts and laid-off managers

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Additional info for A New Brand of Expertise, How Independent Consultants, Free Agents, and Interim Managers are Transforming the World of Work

Sample text

This adoption rate is indicative of the increased pace driving what the marketplace demands of business. Five-year planning cycles are no longer effective in a world where technology can become obsolete in less than six months. In a global marketplace where the factors of production can differ dramatically across continents, companies must continually control product cost or risk losing share to an offshore producer. For retailers, the risk is no longer that you could lose a customer to the competitor across town; now you need to worry about the e-commerce merchant as well.

Flexibility was my main motivation to become an independent consultant. I wanted to set my own time as well as to decide which projects I wanted to work on. On top of that, I wanted to see how I would do as an entrepreneur, dealing with the up and downs (uncertainty) of running a business. —Jolanda de Boer As the projectization trend becomes more global, it will be interesting to see where the free-agent populations thrive and where they do not. Although entrepreneurial empathy may be cultural, infrastructure is national.

Here is a perfect example of this situation: In 1995, M2 received a call from a South African CEO. Trade sanctions were about to be dropped, and as a result, this industrial textile company now had a worldwide expansion opportunity; however, because no one in South Africa had been able to compete internationally before, the country’s workers lacked knowledge about marketing abroad. The CEO knew he had to import expertise into his company in order to develop and execute an international marketing strategy.

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