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Client WorkWell, this would be the place where I list my clients. However, a client is anyone who paid me for professional services rendered, so the list would be both long and misleading. On that list would be companies that were my client for half a day as well as for several years. Furthermore, I've done a lot of consulting to other consulting companies, and they would prefer that I not disclose their names. With some, I have non-disclosure agreements that have the same provision. Of course, I could use a description of the company, for example "an Italian high performance motorcycle manufacturer," or a "Canadian based telecommunications giant" but those would just be lawyer's ways of getting around their intent. So, I'm not going to name names, but I will describe the types of assignments and the company size, industry and geographic location. Before I start, one word about my consulting approach. I am a one person consulting organization (I like to brag that my organization is 100% consensus managed). Although I have many consulting contacts that I can call upon to team with me when appropriate, I prefer to team with people from inside my client's organization. My role then becomes that of an outside coach/facilitator as well as an expert resource. I've been part of a large consulting organization and my biggest frustration was that most of the changes we drove into the client organization did not stick. A few years after the engagement, things reverted to the old way. My diagnosis as to the root cause was lack of organizational ownership of the change. That's why my number one objective is to help organizations create sustainable cultural changes and the means I prefer is shared ownership of those changes. Training is therefore a central part of my work. Usually it's informal, one-on-one coaching, or it may be as facilitator to an executive level group dealing with a complex issue. Periodically, an organization will call upon my analytical expertise in root cause identification, forecasting or simulation modeling. Sometimes, I provide the first-round of improvement team training, with the expectation that that role will be quickly transferred to the line organization. In all cases, I try to use the LUTE model, which I think originated at Xerox: Learn-Use-Teach-Evaluate. I teach the first round, you use what I taught you, together we evaluate what you did, and then you teach the next round, and so on. Usually, a single cycle extends over a period of several months. Also, partly because of my Baldrige training, I am occasionally called upon to perform quality audits or diagnoses. However, I try to encourage the use of this diagnosis as a starting point for a broader process improvement activity. Here is a summary of some of my typical assignments:
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©1999-2006, Arthur M. Schneiderman All Rights Reserved Last modified: August 13, 2006 |