I do not know patio11 but I am pretty certain he does more than present and run, and so can charge more. I get the impression from his blog that it is more a case of the client committing to a certain project (ie 250k worth of developer time, plus his fees, in order to increase metric x). He leads the project, enthuses the developers, puts the charts on the wall and basically earns his keep.
Three months later they have enough of his brain cells in their heads they can wave goodbye.
Personally I would love to sit in an armchair at the Diogenes club and have people come pay me for my opinion on what they should do. If that was ever a consultants role I think it is long dead.
But doesn't this lead to a culture of quick fixes? Meaning no long term perspective, but just squeezing out any short term quantifiable result while completely ignoring the long term impact of that?
Just imagine what would happen if this were about customer segmentation or something like that. A super short term focus would suggest a client to drop all contracts that are relatively unprofitable, even so on the long run these are there for relationship building. That would be disastrous for gaining larger contracts as these are mostly gained through building up a reputation by fulfilling smaller, less profitable contracts. But for the consultant there would be no motivation to bother about anything that does not result in an immediate benefit.
Comments
I do not know patio11 but I am pretty certain he does more than present and run, and so can charge more. I get the impression from his blog that it is more a case of the client committing to a certain project (ie 250k worth of developer time, plus his fees, in order to increase metric x). He leads the project, enthuses the developers, puts the charts on the wall and basically earns his keep.
Three months later they have enough of his brain cells in their heads they can wave goodbye.
Personally I would love to sit in an armchair at the Diogenes club and have people come pay me for my opinion on what they should do. If that was ever a consultants role I think it is long dead.
Yours
Mycroft
But doesn't this lead to a culture of quick fixes? Meaning no long term perspective, but just squeezing out any short term quantifiable result while completely ignoring the long term impact of that?
Just imagine what would happen if this were about customer segmentation or something like that. A super short term focus would suggest a client to drop all contracts that are relatively unprofitable, even so on the long run these are there for relationship building. That would be disastrous for gaining larger contracts as these are mostly gained through building up a reputation by fulfilling smaller, less profitable contracts. But for the consultant there would be no motivation to bother about anything that does not result in an immediate benefit.