Sell Yourself Better 1.0 by Jason Mesut

thegrreatescape:</p><br />
<p>Getting clean<br /><br />
” /></p>
<iframe src='' width='492' height='403' allowfullscreen webkitallowfullscreen mozallowfullscreen></iframe>
<p>These are Jason Mesut’s slides for hisLightening UX <a class=Lisbon talk around User Experience people selling themselves better. There is a deeper focus on portfolios which are 80% bad in his experience, but not just for new jobs. See more at

Enhanced by Zemanta
About these ads

Summation: The Entrepreneur vs. The Strategy Consultant

Found at Summation: The Entrepreneur vs. The Strategy Consultant.

The Entrepreneur is very different from the typical McKinsey-esque strategy consultant. Both are extremely smart, driven, persistent, creative, and determined. But I have found that there are some major differences.

To be continued at Summation: The Entrepreneur vs. The Strategy Consultant.


Enhanced by Zemanta

Seth’s Blog: Organizing for joy

Joy and let not us forget the relevance of joy for customers

Found at Seth’s Blog: Organizing for joy.

Organizing for joy

Traditional corporations, particularly large-scale service and manufacturing businesses, are organized for efficiency. Or consistency. But not joy.

McDonalds, Hertz, Dell and others crank it out. They show up. They lower costs. They use a stopwatch to measure output.

To be continued at



Enhanced by Zemanta

Sylvian Cotton’s On design thinking

Found at On design thinking.

There is a lot of buzz in recent years in the business, public service and academic communities about what is called “design thinking”.

As I am running a consultancy that proposes to use design thinking as a framework for innovation in business and in public services, I feel liable to express my view on it. The concept has been made popular by David Kelley, the founder of the world leading design & innovation consultancy IDEO and by Tim Brown, it’s current CEO.

My brief definition would be

To be continued at


Green Style

Enhanced by Zemanta

Must read: Why We All Hate Consultants (and Why It’s Okay) @nilofer’s posterous

Radoslav's Birthday Party
Image by Geoff LMV via Flickr

Crazy to see the lost relevance of many consultants.  How to fell from once being a true professional to being a slick prostitute.  And yes, they always ask for what u want and u always have the feeling that u paid too much: i’m talking about the consultants!

Found at  Why We All Hate Consultants (and Why It’s Okay) – nilofer’s posterous.

Why We All Hate Consultants (and Why It’s Okay)

When my company is stuck, I’m just as inclined to hire an outside advisor as other leaders are. But I hate it. Hiring a consultant means something needs to be fixed, or grown, or that I don’t know what to do next. I’m not talking about contractors whom I hire to do what I need and they are supplemental labor. I’m talking the consultants where I hire them to advise me. Hiring them usually means we’ve already failed in our first effort. It mostly means we are vulnerable. We need. So I believe we should all hate consultants. You probably already do. It’s okay. I give you permission.

Consultants do 3 things that suck.

To be continued at

Reblog this post [with Zemanta]

Check out this intro video about Geof Parcell’s book “No more consultants”

No More Consultants is the new business book by Geoff Parcell and Chris Collison, (best-selling authors of “Learning to Fly“), published by Wiley, September 2009.

No More Consultants provides readers with everything they needed to tap into those capabilities. Using the tools and techniques in this book, readers will be able to drill deep inside their organizations to realize the value of their existing knowledge. Employees will feel valued and listened-to, and investment on consultants can be reduced or redirected to the places where there is a genuine need to build new capability.

Reblog this post [with Zemanta]

The Politics of Enterprise 2.0

Enterprise 2.0 is not about  technology

It is about people as stated often on this blog. Yes, peeple management  is hard. Breaking old habits is difficult. Not everyone enjoys learning new stuff. But these things can be addressed with planning and communication.

And of course you construct a context to connect to. And is that the mission and vision thing so that people their hearts and heads can embrace the arrival of a new way of working.

For me as a person and a professional found post reflectsr me on politics surrounding the deployment of enterprise 2.0 (or any other major change).

I’ve developed a sixth sense for failed enterprise software deployments.

Yes, it’s an odd superpower to have — I’d much prefer the ability to stop bullets in mid-air or to leap tall buildings — but it’s one that served me well when I was a consultant.

In previous jobs, I’d be the technical expert brought in to help at to crucial moments in the enterprise sales cycle: pre-sales and post-sales. These are the points immediately before and after the handshakes and the signing of the check. These are the moments when all eyes in an organization are focused on the new, shiny software and hardware. These are the make-or-break moments for a technology vendor.

But these moments of heightened attention don’t usually make or break a large-scale IT implementation. Those happen long before or long after the vendor has disappeared from the scene. Really, my job was to spot any additional opportunities during the pre-sales period — or to help identify ways we could stand apart from the competition. Or it was to clean up after the sales guy had deposited his commission.

But although I’m fluent in geek and can cut code with the best of them, the source of my super power rests in political science 101.

Yes, that’s right. I was a liberal arts major.


Soft science and hard facts

If you want to understand a physical system, it helps to understand the forces that affect it. If you want to understand a human system, you need to understand the groups at work.

There are four groups at work in any large enterprise software project. There’s the software vendor, the organization that bought the software, and the consultants that implement the software.

It’s not about the technology

Yes, technology is hard. Breaking old habits is difficult. Not everyone enjoys learning new stuff. But these things can be addressed with planning and communication.

But changing the way people work — changing the way that a company does business — that’s a wicked problem.

To address a wicked problem, you need more than fancy tools. You need leadership. You need pioneers. And you need a mission.

Because without those things, these competing groups — and the interests that drive them — will pull your project apart.


Reblog this post [with Zemanta]