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Talent Response's framework for consulting market expansion and market entry: Prototyping, Promotion, and Partnerships.

We’ve helped many small and mid-sized consulting firms establish and expand their presence. Reflecting on the common elements across the most successful market expansions, we propose a framework: the 3Ps of Consulting Market Expansion.

How...

After closing a deal, the real work begins. We have spoken with many Private Equity investors, portfolio company CFOs, and other operators, and they shared their thoughts on post-acquisition best practices.

We hope this white paper pushes PE firms to think differently about change management at portfolio companies. Rather than waiting 6+ months for the “pe...

We’ve helped several overseas firms establish their US presence and build their project-based and full-time consulting teams. Reflecting on the elements that are common across the most successful market entries, we propose a framework for geographic expansion: the 3Ps of Consulting Market Entry. Download this white paper as a PDF

An independent consultant's guide to creating a portfolio of work without constantly feeling that you're "selling."

Our observations from working with independent consultants within our network – most of whom have roots with established management consulting firms – highlight several patterns that differentiate the most successful independent consultants f...

What is the most detrimental yet unspoken constraint to the growth of your boutique consulting firm? Fear of Selling Work, driven by delivery risk. Do you have the right people? And do you have enough of them?

What is the most detrimental yet unspoken constraint to the growth of your boutique consulting firm? Fear of Selling Work, or FOSW, for those who ar...

Why elite consultants are leaving a corporate setting for a nimble consulting environment.

Burnout rates at the biggest consulting firms remain stubbornly high. Kennedy Research estimates big firm turnover at 18-20% annually, an average that is influenced by “lifers” who have been with firms for decades. A truer picture would be median tenure, which is unl...

For years, computers posed little competitive threat to the world’s elite chess players. In a 1985 event, grandmaster Garry Kasparov put up a 32-0 record against his computer challengers…simultaneously. Twelve years later came his 1997 defeat to IBM’s Deep Blue, which represented a symbolic inflection point in computing power. Not only can computers more...

Managing a portfolio of independent consulting work is akin to managing an investment portfolio. Just like in the equity markets, there are bull times and bear times for independent consultants – and a good performing project is worth more in the bear times than in the bull times. There are some important lessons from investment theory that can be applied...

 photo credit: New York Times 

Learnings from prior disruptions

Trump’s election brings so many unknowns that consulting firms could be tempted to jump into the fetal position for the next four or even eight years. To better understand the potential risks and opportunities for consulting firms, we conducted an evaluation of volatile periods of recent h...

Unpredictable project demand. It’s the nature of consulting. It costs consulting firms and other organizations a fortune in lower utilization, but the true cost is even more than you know. But that doesn’t mean the symptoms of variability are unmanageable. We’ll first examine the true cost of variable project demand, and then explore hiring strategies for...

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