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Making Globalization Work

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The Independent Consultant as Equilateralist (Part 1)

Long term, most independent con­sultants and heads of smaller firms will subsist at best and starve at worst. The tragedy lies in the relative ease with which both these sorry states can be replaced by success. It’s a matter of orientation, and many independent con­sultants have the wrong one. They do not see themselves as businesspeople. They see themselves as management consul­tants, organization development (OD) consultants, as system integrators, as Web or e-business consultants, or as almost anything except businesspeople running a small business, bent on earning a profit.

When There’s a Will

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The Independent Consultant as Equilateralist (Part 3)

This is the last of a three-part series proposing the need for independent consultants to be as well-grounded in business management as they are in their technical specialities and consulting skills. Part 1 set forth the notion of a successful independent consultant as an “equilateralist”—blending and balancing technical, consulting, and business skills. Part 2 introduced the first four of eight commandments that form the foundation for our own businesses as independent consultants. This article presents the second set of commandments.