I like this article, but an important word that's missing from it is "demand". Consulting allows you to keep an eye on what the market wants.
On the flip side, building a product allows you, potentially, to deliver something that people don't even realize, yet, that they want.
Putting the two together: If you can abstract concepts from their material demands while delivering their material demands, you get paid to produce something that they want now and to learn what they might want that they don't even realize.
Exactly. The approach that my current employer used (that worked really well) was to start with consulting, find out what customers valued the most, and turn that into a product. This way they were profitable from day 1 and had absolute proof that the product would be successful before writing a line of code-pretty damn smart if you ask me.
Comments
I like this article, but an important word that's missing from it is "demand". Consulting allows you to keep an eye on what the market wants.
On the flip side, building a product allows you, potentially, to deliver something that people don't even realize, yet, that they want.
Putting the two together: If you can abstract concepts from their material demands while delivering their material demands, you get paid to produce something that they want now and to learn what they might want that they don't even realize.
Exactly. The approach that my current employer used (that worked really well) was to start with consulting, find out what customers valued the most, and turn that into a product. This way they were profitable from day 1 and had absolute proof that the product would be successful before writing a line of code-pretty damn smart if you ask me.