IMC C2M Connections

Chair Talk

If you were one of our members who experienced problems with our Early Bird registration for GROW!? Don’t despair – we want to apologize and offer to extend the Early Bird until August 31; just click here. I will see you at GROW! in October.

I’ve been thinking about the passion expressed by one of our members on my very first quarterly Chair Chat in July. Chair Chat is the place where the Chair of IMC (that would be me) talks about what’s happening in our organization and members tell me what’s on their minds.

One of our members asked about ways to connect to other IMC members outside of her chapter in a meaningful way. Dan, a long-time member, responded by describing the value of the relationships that he has created during his service on one of our committees, the "Corporate Relations Review Committee” – known as the CRRC. There’s an interesting thought – serving on a committee is one of the values of belonging to IMC - through relationships with the members of the committee. I like it!

As a membership organization, we have numerous committees, but for some reason, we don’t talk much about them or the value that they bring to our organization and our members.

So, I’d like to tell you a little bit about our national committees of the Institute and invite you to experience the rewards of serving. We have 9 national committees; most have a board member as the chair. All of our committees meet by telephone and, if necessary, using a virtual meeting platform to simultaneously view documents.

Marketing – Gayle Carson, VP, Marketing, – Defines and guides the implementation of our marketing strategy. Ongoing efforts include working with all of our other committees to craft and ensure consistency of our marketing messages. Recent projects include creating messages and leveraging social media for GROW! and our newest offerings, C2M Live! and Chair Chat. Future opportunities include crafting messages for our Academy and Certification.

Membership – open board seat - Defines and guides the implementation of our membership growth and renewal strategy. Ongoing efforts include working with our Membership Leadership Group to define the value proposition and support and grow membership at the chapters. Other current efforts include a task force, chaired by board member Juan Negroni,, to study the CMC Emeritus membership requirements to ensure that we retain our senior CMC’s and a mentoring initiative, chaired by Ron Wohl,, to craft a mentoring model. Recent projects include updating the collateral in the new member folder and strengthening and increasing the number of affiliate members and strategic alliances. Future opportunities include growing membership by attracting small and medium-sized firms and Executive-MBA students through our University initiatives. (Note: David Norman, Immediate Past Chair, is the Lead for the Firm Member Initiative.)

Academy for Professional Development - Don Scellato, VP, Professional Learning, - Defines and guides the implementation of our professional learning strategy that includes our Academy and Certification. Ongoing efforts include soliciting new instructors and expanding the number of students. Recent projects include the completion of the capstone course, Mastering Managing Consulting. Future opportunities include increasing the number of students through connections to other Institutes and leveraging curriculum for chapter programs. (Note: Wayne Outlaw, is the incoming Chair of the CMC Certification Committee that reports to the VP, Professional Learning.)

Recognition and Awards – Kathie Nelson, Director, – Maintains the requirements and process for awards and recognition of our members for their contributions at the chapter or national levels. Also recognizes our members for their volunteer work within the community. Ongoing efforts include building awareness and soliciting candidates for awards through direct marketing to our members and through the leadership communities (Chapter Presidents’ Council (CPC) and Membership Leadership Group). Recent projects include rationalizing the applications and updating the information on our website.

Corporate Relations Review Committee (CRRC) – Patricia Schumaker, Committee Chair, – Evaluates suppliers of goods and services regarding their "fit” for our members and creates a strategic alliance or affiliate partner. Recent approvals include Regus workplace solutions and Certified Associate Certified Associate Business Manager (CABM) and & Certified Business Manager (CBM) Credentials.

Ethics - Mark Haas, Committee Chair, – Provides educational and marketing resources for our chapters, our members and their clients and prospects. Leads the adjudication and enforcement processes for the Code of Ethics. Promulgates information about IMC USA’s commitment to ethics in the business and consulting community.

GROW! Conference – Gayle Carson, Committee Chair, – Leads efforts to attract top-name talent to present and entertain at our repositioned annual conference, GROW! Assists in identification of prospective sponsors and exhibitors.

Academic Affairs – Jon Seidel, Coordinator, - Coordinates our efforts to license our 5-day Certificate in Management Consulting to Executive MBA programs at universities worldwide. Ongoing efforts include overseeing numerous IMC members throughout the U.S. who have created connections with various business schools and sustaining these relationships through the sales cycle.

Nominating Committee – David Norman, Immediate Past Chair, – Solicits members to serve on our Board of Directors and national committees; vets candidates for positions on our national Board of Directors.

Participation in our committees is open to all IMC members in good standing. The other important requirement for serving on a specific committee is to have an interest in the work of the committee.

I encourage you to contact the committee chair to explore ways to get involved or simply fill out our volunteer form at The strength of our organization is you, our members.

Loraine Huchler

P.P.S. I had the opportunity to be profiled in The Trenton Times. The best part was that the reporter published almost everything that I said about IMC USA. Click here to read the article
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Industry News
"The Advantages of Being Ethical"
"Consulting Is a Contact Sport"
"State of Big Data in Banks Subpar, Survey Finds"
"From Doom & Gloom ... to Boom?"
"Global Procurement Managers Increase Use of Risk-Reward on Consulting Projects by 50 Percent"
"The Convergence of Ethics and Compliance"
"Utilization is Archaic and Misleading"
"Consultants Snap Up Alumni of Consumer Watchdog Agency"
"More Tweets and Retweets Required for Consulting Firms, Finds New Report"
"McKinsey Head Dominic Barton: 'We Don't Dominate the Brain Pool'"
"How Social Makes Professional Services Teams More Successful"
"Accenture in Takeover Talks for Its Smaller Rival Booz"

IMC News
Jane Blume CMC® named USA Marketing Firm of the Year by Acquisition International magazine
Bruce Hazen, (Oregon Southwest Washington Chapter) authors new book Answering The Three Career Questions: Your Lifetime Career Management System
Loraine Huchler CMC® added to NJ Biz list of Top 50 New Jersey Businesswomen
Tom Kennedy CMC® (New England Chapter) featured in The Suit
Fascinating comments about the changes in our profession, in the market and in my clients’ needs from some of our CMCs with 10 or more years of experience who participated in the 2013 triennial recertification process.
Congratulations to our newest Certified Management Consultant® (CMC®)

Industry News

The Advantages of Being Ethical

Andrew Crane, director of York University's Centre of Excellence in Responsible Business, says that business ethics has become more influential in the business community over the last several decades as companies and executives become more aware of the value of ethical behavior. "Ethics isn't just seen as a cost of business but also a potential opportunity," says Crane, noting that companies that have enacted corporate social responsibility programs have seen benefits both among consumers and clients, as well as among their own employees. This trend is occurring even though many companies find themselves facing increasingly knotty ethical questions raised by the varying ethical standards and regulatory compliance demands of various stakeholders from customers and suppliers to employees and shareholders, especially if they operate in multiple geographic regions. Compliance is an increasingly important part of ethical operations, with Crane noting that governments are increasingly prosecuting unethical and illegal practices. When unethical activity surfaces, the legal and public relations costs of ameliorating the situation often outweigh the benefits of the unethical behavior. Crane finishes, saying that a code of ethics needs to be enforced for the code to have any value. "The worst thing is to have a set of ethical principles the company seems to break with impunity by hiring the most unethical people, promoting those that cross the line now and then, and not rewarding the whistleblowers."

From "The Advantages of Being Ethical"
Financial Post (08/01/2013) Lopez-Pacheco, Alexandra

Consulting Is a Contact Sport

A new white paper from M Squared Consulting concluded for many independent consultants, the client site is the environment in which the consultant is most effective. The ability for consultants to work remotely does not mean that such practices are always necessary or even desirable. The quality of personal links directly impacts the quality of the project output, and in turn the physical and intellectual presence of people is a positive factor. High-value consultants are generally more prosperous when they engage personally with clients than when they function in isolation. The white paper found that more than 75 percent of surveyed consultants cited project-related interaction as the most valuable consideration when choosing new projects. Onsite consultants are capable of more effective observation and exploitation of workplace dynamics, and are able to visualize the best work styles in three dimensions and yield the optimal outcomes. Face time is critical for capturing the complete texture of the work setting, including non-verbal signals. By defining their own work style at an organization, consultants can be perceived as actual persons with actual team roles, and the establishment of an identity early on and in person can set the tone for all future engagements. The independent consultant should always make it his business to be physically present at the client firm, especially in conditions characterized by the need for rapid turnaround or working in small teams, or when there are periods of heavy collaboration.

From "Consulting Is a Contact Sport" (07/29/13)

State of Big Data in Banks Subpar, Survey Finds

A recent survey of senior bank executives by Deloitte finds that while banks realize the growing importance of data analytics, few have the know-how or staff to make use of Big Data. "Banks have always had a lot of data and they collect a lot of data," says Deloitte principal Omer Sohail, adding that, "more than 70 percent feel like they're not leveraging the data to the best of their ability." Deloitte surveyed executives at 33 banks, most with more than $1 billion in assets, and found that only 6 percent said they use a broad array of analytical technology to leverage their data. Meanwhile, 50 percent of respondents said they use only basic reporting and limited analytic tools, and nearly a third said that their organization does not use any analytics at all because the organization lacks the proper technology and infrastructure. Sohail says that banks are interested in applying big data technologies in stress testing, market risk analytics, operational risk evaluation, and voice analytics. Overall, 88 percent of respondents said that analytics will become more important in the next three years, but only 30 percent reported having staff with the right analytic skills.

From "State of Big Data in Banks Subpar, Survey Finds"
American Banker Online (07/24/13) Crossman, Penny

From Doom & Gloom ... to Boom?

The malaise and regulatory uncertainty that drove down demand for consulting services in the financial services industry in the wake of the financial crisis, have given way to a rapidly changing financial sector rife with opportunities for consulting work. Hank Prybylski of Ernst & Young says that after a long period of identifying and analyzing the many changes facing the industry, financial organizations are moving to implement changes driven by new regulations, changing market opportunities, and technology. Regulatory uncertainty has driven a great deal of inaction in the financial sector, but Prybylski and other experts say that firms are finally moving to address the new regulatory environment created by Dodd-Frank and the new Consumer Financial Protection Bureau. Prybylski notes that increased regulation on the local level is also driving a move towards subsidiarization, an extremely involved process that creates many opportunities for consultants. New market forces driving change in finance include devising new revenue streams as interest rates begin to rise and opening new markets for financial services across the developing world. Financial institutions are also riding the wave of technological change, contesting with the extremely rapid move to mobile computing with tablets and smartphones, and the urgent need to address ever-increasing cyber security threats.

From "From Doom & Gloom ... to Boom?"
Consulting Magazine (07/13) Vol. 15, No. 7, P. 10 Krell, Eric

Global Procurement Managers Increase Use of Risk-Reward on Consulting Projects by 50 Percent

A new report from Source Information Services reveals that global procurement managers have increased their use of risk-reward projects by approximately 50 percent. Such projects, where fees are linked to outcomes, now comprise roughly 15 percent of all expenditures on consulting projects, according to the report, which also found that half of global procurement managers spend more than $50 million annually on management consultancy services. Edward Haigh, a director of Source and an author of the report, notes that, "The rise in risk and reward contracts is good news for both clients and consultants, but there is still a huge number of clients that enter into discussions about risk-reward to reduce the chances of something going wrong, but get scared off the idea by a sudden realization about what might happen if something goes right." The report also notes a number of other trends driving procurement managers to seek consultants. Thirty-five percent of all consulting work is now driven by technology, with a slightly higher proportion (39 percent) of work having a technology component. Other areas driving the purchase of consulting services include transformational and multi-geographical projects, as well as implementation projects, which now account for 42 percent of consulting work.

From "Global Procurement Managers Increase Use of Risk-Reward on Consulting Projects by 50 Percent" (07/22/13)

The Convergence of Ethics and Compliance

Small business problems need to be fixed early, before they turn into major crises, writes John H. Walsh, partner at Sutherland Asbill & Brennan. To accomplish this task, the company must actually have an ethical culture. Research has shown that an ethical culture improves the bottom line, a fact not lost on investors. Creating an ethical culture requires expertise in both soft and hard compliance. Soft compliance consists of organizational efforts to encourage willing participation in ethical culture through a framework that includes, for example, a code of ethics and training programs. Research has shown that soft compliance tactics such as predictable penalties actually lead to more violations because employees view them as a cost-benefit calculation. Hard compliance includes the use of tools such as investigating red flags, conducting audits, and responding to complaints. This approach often places the compliance officer in an adversarial role. The current trend is for compliance officers to partner with business and avoid being viewed as the "company cop.” Misconduct still needs to addressed, but compliance officers need to balance both partnership and investigation--soft and hard tools--by separating the investigation function as much as possible from other functions.

From "The Convergence of Ethics and Compliance"
Corporate Counsel (07/09/13) Walsh, John H.

Utilization is Archaic and Misleading

A consultant’s value is traditionally calculated based on utilization, a measure of billing rates and hours worked, but this is no longer a useful performance metric for the profession, writes David A. Fields, author of "The Executive’s Guide to Consultants.” Utilization, Fields argues, makes a good value measure for scenarios such as manufacturing where output is directly linked to hours worked, whereas every hour of work invested in, say, an enterprise-wide cost-savings project does not produce the same value of output. In the context of consulting work, where the number of hours worked does not necessarily correlate with effective project delivery, the concept of utilization becomes misleading and counterproductive, even amounting to a measurement of inefficiency. A more legitimate measure of value is project revenue. If a client places more value on shorter project time, the effective billing rate is much higher. To measure project revenue per employee, a firm can simply divide the finite fee for the project by the number of employees working on it. This new measurement values great ideas, fast and efficient work, relationships and relationship management, and the ability to close sales. Some clients may have to be educated to move away from the hourly-rate approach, and new systems will have to be installed to track revenue splits, linkages between projects, and IP contributors, but ultimately a focus on productivity rather than utilization will boost a firm’s success, argues Fields.

From "Utilization is Archaic and Misleading"
Consulting Magazine (07/13) Vol. 15, No. 7, P. 22 Fields, David A.

Consultants Snap Up Alumni of Consumer Watchdog Agency

Employees of the Consumer Financial Protection Bureau (CFPB) are being recruited by consultancies looking for compliance expertise related to consumer-protection regulations. Promontory Financial Group has been especially active, snapping up six CFPB employees, including former chief operating officer Catherine West. Companies are badly in need of advice on the new agency’s regulations, as the two-year-old CFPB is a bit mysterious to them and the cost of making a compliance error can be high. "Insight into how the place works is very valuable,” says Ronald Rubin, a former CFPB enforcement lawyer now with Hunton & Williams. "At the moment there are only a handful of people who can offer that." A CFPB spokesperson said the agency’s attrition rate is about 9 percent per year, which meets expectations, and that officials have also left for universities, nonprofits, and advocacy groups. But some lawmakers are concerned about the situation, particularly Promontory’s many hires, saying it may harm the independence of regulators to have such close relations between consultants, banks, and regulators. Promontory says its new hires must meet with CFPB’s ethics office and discuss post-federal employment restrictions, and the firm has "robust staffing analysis and conflicts-management processes,” according to spokesperson Debra Cope.

From "Consultants Snap Up Alumni of Consumer Watchdog Agency"
Wall Street Journal (07/03/13) Zibel, Alan

More Tweets and Retweets Required for Consulting Firms, Finds New Report

A new report from White Space examines top consulting firms use of Twitter to determine how consultants can best make use of the social media platform. White Space followed some 60 Twitter accounts belonging to consultancies including Accenture, Deloitte, and KPMG for five months and discovered that while the large consultancies had the most active accounts, shear tweet volume did not determine whether an account was successful or not. Follower engagement, determined by the number of retweets compared to the number of followers, was actually the highest among the sector-specific accounts, such as @IBMbigdata. The report ultimately recommends that consultants focus on growing the number of their tweets that get retweeted, rather than simply growing their user base or tweeting frequently, and as such focus on developing sector-specific material that can be disseminated through Twitter. "For consulting firms Twitter offers a chance not only to get your content into the hands of people who want it, but to gain an understanding about what engages people and what doesn't," says Source senior research manager Rachel Ainsworth.

From "More Tweets and Retweets Required for Consulting Firms, Finds New Report"
Source for Consulting (07/29/13)

McKinsey Head Dominic Barton: 'We Don't Dominate the Brain Pool'

In an interview with Management Today, Dominic Barton, managing director of renowned consultancy McKinsey & Company, discusses the challenges the company has overcome since he became director in 2009. Barton rose to power in the midst of the Galleon Group insider trading scandal, that eventually saw former McKinsey managing director Rajat Gupta and senior executive Anil Kumar confess to passing insider information about clients to hedge fund manager Raj Rajaratnam. The scandal directly violated McKinsey's longstanding commitment to client confidentiality, with Barton comparing it to committing a mortal sin and saying that it will likely be decades before it is clear what damage the scandal has done to McKinsey's reputation. Barton says that of his priorities is to prevent similar incidents from occurring in the future and that he has tightened the company's stockholding and trading guidelines. Barton also became managing director in the wake of the 2008 financial crisis, an experience that he says helped force the company to implement many of its own management strategies, including streamlining its operations by relocating to less expensive sites, reducing travel expenses, and reining in the perks enjoyed by senior partners. Barton also says that the firm is hiring a more diverse crowd of recruits such as doctors, lawyers, and even poets in addition to business school phenoms, and offering this changing workforce smarter incentives like guaranteed time off.

From "McKinsey Head Dominic Barton: 'We Don't Dominate the Brain Pool'"
Management Today (07/13) Gwyther, Matthew

How Social Makes Professional Services Teams More Successful

Social media like Twitter and Facebook can cause a loss of productivity in the workplace and some companies have even banned their use, but business use of social media tools also has the potential to improve workplace communication and collaboration, creating a more productive environment for professional services firms. Storing discussions in feeds and on profiles or within groups allows any employee to review the complete history at any time. Social media is also a great improvement over email, that limits conversations to the individuals directly connected to the conversation. Email is useful for communicating with people within one’s existing network, but social media offers "ambient awareness” or feedback from less-connected people in the company. Conversation streams can include knowledge and documents with easy access and search capabilities. Employees can "follow” documents customers or projects, keeping knowledge in context and allowing teams to collaborate more effectively.

From "How Social Makes Professional Services Teams More Successful"
Consulting Magazine (07/13) Ashton, Debbie

Accenture in Takeover Talks for Its Smaller Rival Booz

Consultancy giant Accenture is reportedly in talks with rival Booz & Co. to acquire the smaller consulting firm. It is unknown if there are other potential buyers for Booz, and representatives from both firms have declined to comment. Accenture, one of the largest consultancies in the world, dwarfs the much smaller Booz, bringing in $27.9 billion in 2012 with more than 250,000 employees around the world. Booz, by contrast, employs only about 3,000 and brought in $1.4 billion in 2012. However, Booz's specialty is strategy and operations consulting, an area that Accenture is eager to enter, according to Kennedy Information's Tom Rodenhauser. Accenture has already made a number of acquisitions this year, including London design consultancy Fjord and digital marketing firm Acquity Group, though acquiring Booz would be one of Accenture's larger deals. Booz & Co. was last involved with M&A talks in 2010 when it discussed the possibility of merging with A.T. Kearney, before ultimately terminating the discussions.

From "Accenture in Takeover Talks for Its Smaller Rival Booz"
Wall Street Journal (07/31/13) P. B1 Lublin, Joann S.; Terlep, Sharon

IMC News

Jane Blume CMC® named USA Marketing Firm of the Year by Acquisition International magazine

Acquisition International magazine, published in the UK and specializing in corporate finance news and reporting, has announced its M & A (Mergers & Acquisitions) awards for 2013. Desert Sky Communications, owned by Jane Blume CMC®, was named USA Marketing Firm of the Year. The firm was honored for its work on behalf of The Loan Fund, a leading non-profit alternative lender to businesses and other nonprofits throughout the state of New Mexico that is approaching the $50 million mark in cumulative lending since inception (1989).

This is the second M & A award Acquisition International has given Desert Sky Communications; in 2012 the firm earned recognition as USA PR Firm of the Year. Albuquerque Business First newspaper currently ranks Desert Sky the #10 PR Agency in New Mexico.

Jane has served IMC USA over many years as vice chair of the national marketing committee, Confab committee member and speaker, newsletter editor, chapter officer, and PR consultant.
Bruce Hazen, (Oregon Southwest Washington Chapter) authors new book Answering The Three Career Questions: Your Lifetime Career Management System

is the President of Three Questions Consulting in Portland, OR. He is the coauthor of the Chapter on Career Coaching in The Complete Handbook of Coaching (2011) and is a contributor to Business Model You: A One-Page Method for Reinventing Your Career (2012). As a career and management consultant, he combines business systems experience with clinical understanding to address the needs of individuals, in a range of different professions, who are managing other people, organizations, and their own career development. He has delivered service on an internal and external consulting basis within such organizations as Tektronix, adidas America, Nike, Hewlett Packard, Wells Fargo Bank, and PacifiCorp and the Federal Reserve Bank of Boston. Clients have ranged from startups with eight employees to companies with over 100,000.

Hazen’s book Answering The Three Career Questions: Your Lifetime Career Management System takes people from the tactical level of spending their career finding one-job-in-a-row to that bigger theory of the game. His system for career management uses a compelling set of interlocking questions that act as an internal guidance system to focus and accelerate career designs, decisions and actions over a professional lifetime.

Answering The Three Career Questions is available in paper back at and the e-book is available at
Loraine Huchler CMC® added to NJ Biz list of Top 50 New Jersey Businesswomen

NJ Biz recently named our National Board Chair & CEO Loraine Huchler, P.E., CMC®, to its list of Top 50 New Jersey Businesswomen. Loraine was also the subject of a profile in the May issue of Chemical Engineering Progress, published by the American Institute of Chemical Engineers. In 2012, she received the Entrepreneur Award from the Society of Women Engineers for her leadership, technical achievements, and service to SWE and the community. She was president of SWE's New Jersey section for three terms, and is the counselor for the student SWE section at Rutgers University.
Tom Kennedy CMC® (New England Chapter) featured in The Suit

Tom Kennedy CMC®, IMC New England Chapter, IMC USA Director, and New England Chapter President, featured in The Suit an on-line publication. Tom is a communications consultant and coach who founded The Kennedy Group in 1992 to assist senior executives in strategic and crisis communications, presentation, public speaking and media skills. A former Associated Press award-winning broadcaster with over two decades of management and on-air experience in radio and television in five major markets, he helps his clients successfully develop and deliver focused, effective, and memorable messages both internally and externally, for Web, print, and broadcast media.

Click here for the full article Three Presentation Strikes.
Fascinating comments about the changes in our profession, in the market and in my clients’ needs from some of our CMCs with 10 or more years of experience who participated in the 2013 triennial recertification process.

Dr. Sarah Layton FIMC, CMC® - Orlando, Florida
I see the market needing competent consultants as much as they ever have. They need them for the basics of company health verification, like a doctor verifies our physical health, and they need us for innovative ways to help them march successfully into the future. The older and more mastered a consultant is, the more we have to make certain we are keeping up with the technology of our time. The biggest sign of aging these days, isn’t the gray hair and wrinkles, as much as it is the lack of knowledge about, comfort with, and competent application of the latest technology and how to use it to benefit our clients.

Tris Coffin CMC® - Colorado
The management consulting profession, and notably the marketing of management consulting services, has been dramatically affected by technology, the internet and Social Media. IMC has made significant strides in bringing this into focus and providing contemporary educational and training support to IMC members! Thank you for this support!

Bob Moore CMC® - North Carolina
During the last 3 years (since last certification) I have noticed a shift in client’s attitudes about performance improvement which has created some challenges among the market segments that were attempting to survive. This has begun to shift back in the past six months to a greater willingness to consider consulting services that can accelerate profitability. I have made a number of shifts to more closely address these changes including becoming a certified growth strategist.

Gregory Pashke CMC® - Port Saint Luce, Florida
As our society becomes increasingly complex it is more difficult for experts in various disciplines to communicate and collaborate effectively to serve a diverse clientele. It is more important than ever to seek a balance in the specialist and generalists skill set of management consultants and to become more effective communicators.

Lissa Johnsen, CMC®, CITP, CPA - North Carolina
The business applications or ERP consulting arena has gotten more technical and requires even more technical knowledge. Plus in the harder economic times, we have to help our clients try to be as efficient as possible both by utilization of technology and improved processes. A system consultant needs to strive to help automate and streamline business processes using technology to help the client become more efficient and be more cost effective.

John Garner CMC® - Southern California
The biggest change that I’ve seen/experienced has been the focus and emphasis on analyzing and improving business process to enable quick turnaround, positive changes to organizations across all spectrums.

Spider J.C. Bulyk CMC® - Connecticut
My work has become increasingly industry-specific. Days of general business consulting, strategic planning and management/organizational development based on my process skills have evaporated. I am only hired by companies needing content/knowledge in addition to process skills. In addition to industry content knowledge, client now require cultural, language and local legal/financial environmental knowledge for engagements in the international arena.

Idora Silver CMC®, CSP, CPCU – Northern California - Nevada
is clear to me that clients have become much more discerning when choosing, hiring, and evaluating consultants. This is a benefit to those of us who have spent our lifetimes crafting our practices and honing our offerings. I am not seeing as many "new” consultants enter the marketplace, those who have just left a job or career and simply become consultants in an attempt to find their next job. The era of "everyone can be a coach” also seems to be waning, as clients are looking for proven experts. Money is tight but value is the key. Credibility matters. Expertise matters. Maybe age does matter – in a good way.

Clinnie Biggs CMC® - North Carolina
In the last five years, there has been an increase of non-certified consultants in the marketplace because of the downturn in the world economy. These non-certified consultants are the result of company downsizing and the belief that anyone can be a consultant.

My clients are looking for consultants who are professional and provide value. It is important that our clients see the CMC® as a brand they can trust.

Barbara Chan CMC® – Northern California
The current environment has necessitated greater creativity, resourcefulness, resilience and innovation. This holds true for business, non-profit, education and government organizations. Every organization, with which I have had the privilege of working in recent years, is undergoing major changes that include, but are not limited to: growing to meet new market demands; restructuring to meet strategic goals or adapt to funding changes; enhanced leadership skills; and refining or revising mission. Every leader with whom I have worked has been challenged to develop his or her leadership skills further to help their organizations navigate the changing business and workplace climate. More leaders and senior managers are appreciating my coaching that helps them align their actions with defined values and principles and inspire others to conduct themselves in a manner that contributes to the well being of humanity and the environment. Just as my clients are undergoing continuous change, I have been working to retool the way I work so I can serve them more effectively and leverage the knowledge I have gained over 26 years of consulting.

(watch future months for additional insights):
Congratulations to our newest Certified Management Consultant® (CMC®)

Zlática Kraljevi Ph.D.

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August 2013

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