Management consultant: Difference between revisions
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One of those people with an [[MBA]] who profoundly deaf to the assertion that it is easier said than done, largely because a [[management consultant]]’s role is to say, while some other poor sap is expected to do. | One of those people with an [[MBA]] who profoundly deaf to the assertion that it is easier said than done, largely because a [[management consultant]]’s role is to say, while some other poor sap is expected to do. | ||
In ordinary Euclidian [[space-time]], there is a simple formula — not quite as elegant as E = MC< | In ordinary Euclidian [[space-time]], there is a simple formula — not quite as elegant as ''E = MC<sup>2</sup>'', but close to it — which sets an immutable bound on the minimum time (t) required for a management consultant’s output<ref>Careful: a management consultant’s output is ''never'' in called a “recommendation”: The art of [[management consultancy]] is to carry out countless chargeable hours precisely ''without'' doing that: the key is to elicit ideas ''from your client'' as to what to do, responsibility for which, when inevitably they fail, can safely be laid at the client’s own door.</ref>to be implemented, which must be longer than the maximum theoretical length of the management consultant’s engagement. | ||
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Revision as of 15:38, 27 March 2017
One of those people with an MBA who profoundly deaf to the assertion that it is easier said than done, largely because a management consultant’s role is to say, while some other poor sap is expected to do.
In ordinary Euclidian space-time, there is a simple formula — not quite as elegant as E = MC2, but close to it — which sets an immutable bound on the minimum time (t) required for a management consultant’s output[1]to be implemented, which must be longer than the maximum theoretical length of the management consultant’s engagement.
References
- ↑ Careful: a management consultant’s output is never in called a “recommendation”: The art of management consultancy is to carry out countless chargeable hours precisely without doing that: the key is to elicit ideas from your client as to what to do, responsibility for which, when inevitably they fail, can safely be laid at the client’s own door.