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5 Benefits of Internal Strategy vs Consulting

Tom Spencer

years in management consulting, I transitioned to a Fortune 50 US company in an internal strategy role. Before outlining the benefits of internal strategy, I want to highlight a few things: I generally enjoyed my time as a consultant and view the firm I left with high regard. Internal strategy isn’t for everyone.

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ChatGPT: How Chatbots are Disrupting Entire Industries

Tom Spencer

As a strategy consultant at a boutique management consulting firm, I am always on the lookout for new tools that can help organizations become more efficient, effective, and innovative. Furthermore, ChatGPT could be used to generate new ideas and insights that might not have been discovered through traditional means.

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6 Tips for Building a Powerful Slide Deck

Tom Spencer

Communicating through PowerPoint, also known as a “slide deck”, is an important part of any consulting, strategy, or analyst role. In this section, you can add value by focusing on: Material risks – Identify the key risks and strategies to avoid, mitigate, or transfer those risks. Have you felt unsure where to begin? Final Thoughts.

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Deep Dive into Customer Segmentation (Part 1 of 2)

Tom Spencer

Designing an optimal channel distribution strategy (e.g. Differences in interests, values, and preferences vary dramatically across cities, states, and countries, so it is important for consultants to recognize these differences and customize marketing strategies accordingly. Assessing the progress of your marketing strategy.

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Staying on top of your virtual internship

Tom Spencer

LinkedIn is a great tool for networking with other professionals in the industry. Developing a knowledge base on market news or specific industries, and developing a hard skillset (e.g. Jason Oh works in the Strategy/M&A – Global Wealth & Asset Management team at Manulife. Continuous Learning.

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What is the Professional Services Industry All About?

Progressus

They provide customized, knowledge-based services to their clients. And it’s those common links that inform tech investments, transformation strategies, and how firms respond to the disruptive forces that define the modern business landscape. That said, professional services firms have some important things in common.

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So, you’ve built a new capability, but no one uses it! What gives?

Kates Kesler

Cari faces a common problem: An executive leadership team decides to build a capability critical to the company’s strategy and future success. They do all the right things: create a strategy, announce a leader, build and buy the talent needed, research and implement best practices, purchase new technology, and roll-out training.