Strategic planning

If you haven’t already seen it, you might want to read Steve Denning’s article in Forbes about the rise and fall of Monitor.  How, the author asks, could a firm renowned for helping its clients exploit their competitive advantage fail so dramatically to exploit its own?  He lays the blame for Monitor’s demise firmly at the door of Michael Porter’s Five Forces strategy, probably one of the most famous conceptual models and certainly one o

This is the fifth in my series of blogs looking at the prospects for different segments within the consulting industry.

“To generalise is to be an idiot,” wrote the 18^th century poet and visionary, William Blake.  “To particularlise is the alone distinction of merit.  General knowledges are those knowledges that idiots possess.”

This is the fourth in my series of blogs looking at the prospects for different segments within the consulting industry.

Engineering consultancies are the new kids on the block where management consulting is concerned, certainly still new enough for some consultants to be surprised when we include them in our analysis.