Tuesday 10th Jul, 2018
By Fiona Czerniawska.
Markets are what you make of them. Henry Ford knew it when he introduced the “any colour so long as it’s black” Model T Ford. Faberge knew it when he produced the first of his brilliant, bejewelled eggs. Big or small, high value or low cost: We get to decide.
For all the work we do in sizing the global consulting market (hint: it’s big), we’re acutely aware that there’s another, hidden market out there (hint: it’s much, much bigger. Where do you find this? First, you question your instincts; second, you re-think your value proposition.
Tuesday 22nd May, 2018
By Fiona Czerniawska.
At 6%, growth in the Nordics consulting market in 2016-17 was good by continental European standards—but it’s also a good reminder of how dangerous averages can be. Not only are the different countries in the region growing at different rates—growth in Sweden and Finland is roughly twice that of Norway, which is still recovering from the impact of low oil prices—but individual firms’ experiences vary widely.
Speaking recently at events at Virke in Oslo and DI in Copenhagen, I was struck by the possibility that none of the firms in the audience were likely to have grown at that rate. Some we interviewed for our new report on the region were much more upbeat, while others were struggling. Given that context, I offered up seven things consulting firms in the region might like to consider.
Friday 27th Apr, 2018
By Edward Haigh.
I joined Sony in July 1998, on the day it launched its first VAIO laptop in the UK and, in doing so, parked its fearsome tanks on the lawns of the IT industry. By the time I left the company, seven years later to the day, I’d worked for an internet service provider; a mobile network reseller; a social networking platform; a music download and streaming service; and a consumer electronics manufacturer. The list of industry conferences I’d attended was long and varied.
What I’d failed to hear, as I pushed open the front door at Sony’s office that day, was the sound of the starting pistol being fired on a phase of massive convergence in the technology, media and telecoms sector (an act that probably ought to be attributed to the launch of Freeserve, the UK’s first free dial-up ISP, in the same year). But it quickly became clear to me that the competitive landscape in which Sony was operating was in a massive state of flux, in much the same way as the competitive landscape in professional services is today.
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