As a contributing writer to RainToday—site dedicated to articles/research/resources specifically focused on business development/marketing for all professional services industries—I can honestly say that their content is rich and valuable.
Yet, although I have no real proof, I postulate that readers of this quality business-related content go through a process that looks something like this (varying, of course, based on each reader’s level of understanding, belief, motivation, energy, and resources):
1. Read and absorb: ideas, advice, vast amounts of relevant, timely knowledge
2. Bring it to the attention of colleagues in the workplace
3. Champion certain aspects–whether it be related to strategy, tactics, or both
4. Challenge and test those aspects, to ensure they fit well within the company’s overall direction and culture
5. Set up a task force and/or assign someone internally to develop the idea/concept
6. Provide the task for/individual with the resources and leadership support to execute
Based upon my personal experiences in AEC firms (when I worked in-house as Director of Business Development for several firms), I find that professionals dedicated to the success of their firm will at least accomplish #1 and #2. If the person is someone of influence at the firm, s/he might serve as a champion (#3) by rallying the others about specific worthwhile elements for consideration and application. If those colleagues take it seriously, then they will be willing to meet and discuss the particular element, conducting mini-SWOT analyses, as appropriate (#4). Perhaps this will be done during a formal planning session, or if urgent, could be integrated into the firm’s activities any time of the year.
Ah, but then we have #5 and #6, where the going often starts to get tough. Even if a task force or individual has been assigned (#5) to carry forth the activity (or elements of a major strategic move such as adding a new market or service), it is difficult for execution to occur—and succeed—without the proper resources and support (#6).
Why do I write about this today? Well, I’m still noodling on the resistence to social media and the response I received from a recently published article (see Scarlett Letter #67). While I wholeheartedly intend to find proof that social media does not squelch one’s ability to operate in the ‘real world’—to lecture for students and at conferences; to network face-to-face; etc—I also keep encountering good advice about how professional services firms can make social media work for their business. Most recently, I ran across Rain Today’s Social Networking for Professional Services: How to Add Social Media to Your Networking Plan.
I thought the piece was worth sharing (this guide has a price, but if you are a RainToday member, you get it for free). And then I thought, “Ah, but will they DO anything about it once they read it?”
Mind you, if structured correctly (especially step #6 mentioned above), professional services firms absolutely can (and DO) execute new concepts, etc. on their own.
Other times, it helps for them to either A. hire a consultant to help strategize and determine best strategies and realistic tactics (this is something Scarlett Consulting can do to help), or B. outsource certain activities to firms that can execute on the firm’s behalf.
So think about this, dear readers. As you look to grow your businesses in 2010, where do you fall within this process of self-education, improvement, and positioning for your firm’s future?
