Sublime

I submit to you that the diagonal represents the power in consulting: the consultant who can apply and transfer skills and who also has an impressive ability to tackle content areas. That person becomes a collaborator with and partner to the client, and is far more valuable (can demand higher fees) than either colleague at the maximums of the other

The need is almost always beyond and above the stated want. If you simply satisfy the client want (no value distance) or advance it slightly (small value distance) your value is not very great.

But this book isn’t just about expertise; it’s about entrepreneurial expertise, or individuals

best practice development techniques would be writing articles or books, giving speeches or being quoted in the appropriate media, thus establishing credentials as an “expert.” Practice development would tend to revolve more around building the reputation of individuals rather than the firm, as in the common client comment “I hire lawyers, not law

— you were the expert in your field. This is no longer enough; the information is now available to us all, it’s the ability to draw meaning and application that is a higher value. It’s at this exact distinction that you start to take what you know and make it more valuable to others. You go from knowing stuff to being known for knowing stuff.

Training would need to become a little more formal and structured in order to capture and disseminate…

Some highlights have been hidden or truncated due to export limits.

Managing, by the former head of ITT, Harold Geneen.