Consultative Development Idea Generation Operations 
N2Growth Blog
SEPTEMBER 29, 2010
I have had more than a few engagements that have come about as a result of the need to repair the carnage and devastation that occurred from the implementation of advice put forth, or the ideas generated by a well intentioned yet unqualified “coach”. It’s just that simple.
Strategy Driven
NOVEMBER 2, 2012
Business development. None of the limbs and twigs on each branch (staff-consultants) provide all nourishment required to breed a healthy tree (company). These keep the branches, limbs and twigs (divisions, consultants and vendors) on a growth curve. Continuous quality improvement within your own operation.
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Building Personal Strength
FEBRUARY 24, 2011
The perception is that getting along with people is nice, but “nice-to-have” — secondary to the operation of the business. But most books on this topic focus on mentoring and executive coaching, not skills for operational leaders. They aren’t about computers, vehicles, machines and other “hard” equipment.
Strategy Driven
SEPTEMBER 2, 2011
Validate your worth to the overall company operation. Business development. None of the limbs and twigs on each branch (staff-consultants) provide all nourishment required to breed a healthy tree (company). These keep the branches, limbs and twigs (divisions, consultants and vendors) on a growth curve. by Hank Moore.
Harvard Business Review
JULY 20, 2018
At one large European energy company we consulted with, no less than four separate corporate functions were supposed to be working on innovation—yet none of them was supporting critical needs at the business unit level. At Samsung, the other aspects of the innovation process are relatively well managed at the operating level.
Harvard Business Review
DECEMBER 18, 2013
A great amount of money had been spent on consultants and on training a workforce that had no clearer idea at the end of 12 months what they were doing or why. She was at sea, however, in a more operational role. These people are good at dealing with developments in the organization’s environment.
Harvard Business Review
DECEMBER 10, 2010
Take this anecdote: Our innovation consultancy recently played host to a rather unusual job interview when a candidate came to us after selling his company, a premium brand of Cachaça (the Brazilian liquor). Pete Maulik is Chief Operating Officer and Head of Commercial Strategy at Fahrenheit 212 , an innovation consultancy based in New York.
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