A consultant to me till some time back meant a premier school graduate who would deliver an excellent sales pitch on what sort of inefficiencies exist and new opportunities lies unexplored, would make a great presentation on way forward, and would leave (after being paid top dollars, of course!) with little involvement during the implementation stage. Such an approach works well for large organizations as they have in-house resources to carry out the mundane job of implementation, once the basic framework is laid done by an external expert. Startups, however, have very different needs – they require domain experts who can not only help the founders in identifying low-cost and high-impact solutions, but actually implement them.
Early-stage setups, being light on both experience and management bandwidth, can be greatly benefited by having external consultants as advisors and as doers. I have been using external specialists on various aspects of our business like digital marketing, product development, technology, and processes appraisal, as well as on other transactional areas like taxation & regulatory matters, staffing, infrastructure and many more. With the growing activity in the startup ecosystem, several new consulting outfits have mushroomed up whereas some established consulting setups have also started catering to this segment. It is however, important for startup to choose the right advisors. The 7 commandments listed below shall help a startup founder engage the right consultant for his business:
This story is from the February 2020 edition of Consultants Review.
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This story is from the February 2020 edition of Consultants Review.
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