Rate this article:
Almost everyone will agree that becoming a 21st century consultant can initially be a strenuous affair. First, coming from a PhD background, there can be warehouse-sized gaps in your knowledge of business. For me, it wasn't until I attended a 10 day global training session that I had an inkling of the wide range of problems, as well as their potential solutions, in strategy consulting. Second, business decisions are made based on imperfect knowledge, and it takes time to feel comfortable embracing that ambiguity. For example, in science I knew a journal's reputation and impact factor. In business, one analyst report at first looked as good as another, yet a seemingly straightforward number like a company's annual revenue differed from report to report. Thirdly, the high-performance culture and the on-going evaluation by clients and ...