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Pat Sweet reports a fascinating debate on consultancies’ independence from the second Annual Consultants’ Forum.
Independence day - Part 2 | Part 1
Contrast this with the typical software vendor. This is much more likely to be a public company, where the pressure of quarterly results makes clear demands. Its primary focus is on technology developments and new products, and the key concern is to keep up the volume of sales leads to ensure good financial performance. The organisational structure tends to be hierarchical.
These two different styles have their own strengths and weaknesses. The consultancies may excel at seeing the bigger picture and setting the client’s agenda and are also practised in managing global accounts, for example. But they can prove surprisingly insensitive to their software partners’ needs.
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International Consultants' Guide 2002
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Market Overview