Originally posted by: rh71
Originally posted by: Descartes
Originally posted by: rh71
Originally posted by: spidey07
Originally posted by: Descartes
IMO, consultants represent the top tier of talent, and always have. The bad reputation comes from bad blood between in-house talent and someone that's hired from a third party to supplement that.
It's not really a title issue; you either get the work done or you don't. A title won't save you if your project fails. The problem is that a lot of the larger "firms" give their entry-level people consultant titles, but they're hardly so. The best IT talent exists in your smaller firms, imo.
Agreed. Not only that but true consultants bring a wealth of business knowledge as well mainly because we've seen it at many other companies. Many times businesses get so caught up in "well this is how we do it" that they fail to see that every other company has faced the same challenges - consultants can bring that view and experience.
Also agree that the bad rap mostly comes from inhouse talent being frightened.
Is it also not true that you can graduate from college, work a couple years in IT, then gather a bunch of your buddies with different areas of expertise, and start up your own consulting firm ?
No, that's patently false. You can start anything you want of course, but consulting firms survive only because they have many years of proven success. Your impression might be from some unfortunate interactions with low-quality people.
I just think there's many "consulting firms" that are of the "hey let's start up our own and make a ton more $" variety. So being a "consultant" (or working for one) doesn't always put you on top IMO. This is where my reservation stems from - do they always deserve what they get ?
I'm not sure where you got your idea of what a consulting firm is or does. Are you thinking of a headhunting staff-augmentation shop? Consultants have industry expertise, and they absolutely deserve what they get. To use myself as an example (I'm the only one writing this post, so it's silly to include others), I have a long list of products delivered and projects completed ranging everywhere from $10k to $100 million in cost, and that's not something you achieve through a "hey let's start up our own and make a ton more $" idea.
All in all I'd say you have a rather malformed perception of consulting.
How did you get your start ? When you started, what was your income and was it commensurate with your experience level ?
I'm going to attempt to stop talking about myself and instead try to offer up constructive comments only from this point forward. Suffice it to say that I always went after the experience, and the money has always followed. I've never, ever taken an opportunity simply for the money.
I do admit I have a friend of a friend who started his own consulting company up in Chicago and I can tell you it wasn't because he's got tons of projects under his belt to begin with. I wouldn't say he's a "low-quality person" - I think he was just trying to take advantage of a situation... people do take shortcuts / roll the dice.
I fail to see how your friend will get projects, and without the experience I don't see how he'd execute them either; however, people have different talents. Some people are great at sales. Your friend is most certainly not a microcosm of those who work at or those who start consulting firms.
Now I'm not pretending to know anything about you, but I do know you have your business and started young. How do these things happen if you say consulting companies are all that experience and proven success ? How many start up like that friend I mention and still stay in business like he has ?
I have no idea. There are probably a great number more consulting firms that start up than those that succeed, but I fail to see how this is different than any industry. Anyone can take a few hundred dollars and start a company, but whether or not you actually get business is another story. Sucess is having a solid client-base, consistent revenue and a plan for growth.
You're describing what consulting firms should be and while I can certainly accept that, I'm saying there are less credible ones as well.
There's less credible examples of everything in this world, I agree. The fallacy comes when we use these less credible examples to color our perceptions of an entire group. Having had the pleasure of working with the absolute best in this industry (most of which are part of a smaller firm) I feel it's unfortunate that talented people choose to stay with the 8-5 and waste away in a cubicle when they could work with equal-minded people and find a better venue for creative expression. You know all those IT books you find on the shelf and all those speakers you see at conferences? Those people essentially volunteer their time to help mentor/educate others, and a great number of these people come from firms you've never even heard of. Look at any large-scale project at any company and you'll likely find an enigmatic team of top consultants making it happen.
[edit]Decided to remove actual numbers[/edit]