Consulting has a lot less to do with qualifications than it does with
effective selling to an appropriate buyer. Organizations never see the
need for change, buyers do - but they are generally the very people who
got the place into the mess to begin with. As overworked (experienced?)
consultants everywhere know, buyers will tell you exactly what they want -
despite the fact they have no idea what they need.
The quest for outside assistance is often a cycle in corporate development
because decision makers do not understand cause and effect. You will
seldom be either the first or the last consultant they hire to fix their
problems as evidenced by the scarcity of life-long relationships in this
business.
Finally, beware your need to create something new in organizations that
suck the life out of their employees because those organizations will
often suck the life out of you too.
--Lon Badgett lonbadgett@aol.com "There are three requirements for successful consulting: First, for instant credibility, you need to live at least fifty miles from your client. Second, your credentials must fill enough space to make your brochure readable without being boring. And finally, you have to accumulate enough comments from clients who survived your work to convince new ones to take a chance." Emil Gobersneke
Learning-org -- An Internet Dialog on Learning Organizations For info: <rkarash@karash.com> -or- <http://world.std.com/~lo/>