Difference between revisions of "Collective Good Consulting"
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'''Introduction: '''<br> | '''Introduction: '''<br> | ||
'''2010-2013 '''<br> | '''2010-2013 '''<br> | ||
In the beginning of 2011, the consulting industry lingered on showing signs of change in traditional leverage model. The clients continued demanding more for less and expected consultants to play both advisory and implementation role in solving business problems. There was a general movement towards a more open knowledge sharing and collaborative work experience that in turn took away some of the power of the traditional leverage model. The emergence of Web2.0 and further advancement in ICT continued the growth of information sharing and user-centred design methodology. Social media and collaborative platforms were already strongly incorporated within consultancies.<br> | In the beginning of 2011, the consulting industry lingered on showing signs of change in traditional leverage model. The clients continued demanding more for less and expected consultants to play both advisory and implementation role in solving business problems. There was a general movement towards a more open knowledge sharing and collaborative work experience that in turn took away some of the power of the traditional leverage model. The emergence of Web2.0 and further advancement in ICT continued the growth of information sharing and user-centred design methodology. Social media and collaborative platforms were already strongly incorporated within consultancies.<br> | ||
The year 2013 saw the emergence in practical implementations of knowledge sharing methodology. Specialized information clusters began to arise throughout the web and increasing amounts of collaborative software were being implemented. Although many had existed before, there was a growing acceptance and standardisation. By the end of year 2013, online collaborative platforms were fairly prevalent for certain sectors and small consulting firms even began leveraging the collective knowledge and collaborative software to service their clients. Although still a highly fragmented market, an increasing amount of information was being made available to the public.<br> | The year 2013 saw the emergence in practical implementations of knowledge sharing methodology. Specialized information clusters began to arise throughout the web and increasing amounts of collaborative software were being implemented. Although many had existed before, there was a growing acceptance and standardisation. By the end of year 2013, online collaborative platforms were fairly prevalent for certain sectors and small consulting firms even began leveraging the collective knowledge and collaborative software to service their clients. Although still a highly fragmented market, an increasing amount of information was being made available to the public.<br> | ||
'''2014-2017 '''<br> | '''2014-2017 '''<br> | ||
The combination of Web2.0, the advancement of ICT and the push for open source knowledge and online collaboration all contributed to consolidating public knowledge. By 2014, essentially all information became public domain and online collaboration networks were standardised and available globally with the click of a mouse. Besides certain proprietary and confidential information, all idea generation began to be shared instantly. The implication of such an extensive global sharing of knowledge completely changed the business model of consulting.<br> | The combination of Web2.0, the advancement of ICT and the push for open source knowledge and online collaboration all contributed to consolidating public knowledge. By 2014, essentially all information became public domain and online collaboration networks were standardised and available globally with the click of a mouse. Besides certain proprietary and confidential information, all idea generation began to be shared instantly. The implication of such an extensive global sharing of knowledge completely changed the business model of consulting.<br> | ||
The first major change of open-source information attacked the model of fee-based consulting. With the majority of information available instantly anywhere in the world, online platforms and online communities began to emerge. Such online communities aggregated all of the public information and ideas into one location and depended on user generated content to update the database. The largest database became so advanced with search functions and trend analysis that solving issues became as simple as entering a search query. Similar to wiki concepts, the online communities started to exchange information and services for free. For generic issues and problems that could be solved with available public information, a new model of free consulting emerged. <br> | The first major change of open-source information attacked the model of fee-based consulting. With the majority of information available instantly anywhere in the world, online platforms and online communities began to emerge. Such online communities aggregated all of the public information and ideas into one location and depended on user generated content to update the database. The largest database became so advanced with search functions and trend analysis that solving issues became as simple as entering a search query. Similar to wiki concepts, the online communities started to exchange information and services for free. For generic issues and problems that could be solved with available public information, a new model of free consulting emerged. <br> | ||
The first communities were organised by retired consultants and industry experts, university professors and students. In the early communities, small businesses began posting problems that would typically be addressed towards fee-based consultants. However, the collective good and knowledge of the communities were able to solve the problems for the small companies more efficiently than ever thought possible. More sophisticated communities developed, where virtual currencies were introduced as a reward for those who solved the most problems and those who contributed the most to the general learning and knowledge sharing of the community. The virtual currency could then be exchanged for favours, but in practice it amounted to more of a status ranking within the community.<br> | The first communities were organised by retired consultants and industry experts, university professors and students. In the early communities, small businesses began posting problems that would typically be addressed towards fee-based consultants. However, the collective good and knowledge of the communities were able to solve the problems for the small companies more efficiently than ever thought possible. More sophisticated communities developed, where virtual currencies were introduced as a reward for those who solved the most problems and those who contributed the most to the general learning and knowledge sharing of the community. The virtual currency could then be exchanged for favours, but in practice it amounted to more of a status ranking within the community.<br> | ||
As one can imagine, the transition towards open-source information was not smooth. Privacy issues and legal roadblocks attempted to limit the amount of public knowledge, but in the end open-source won out. There was still plenty of information not available to the public, such as information that could be used maliciously or endanger an individual or organisation. But in general, all new knowledge and ideas were shared whenever practical. The general consensus of the world shifted towards knowledge becoming public domain in order to improve the overall learning of the world. <br> | As one can imagine, the transition towards open-source information was not smooth. Privacy issues and legal roadblocks attempted to limit the amount of public knowledge, but in the end open-source won out. There was still plenty of information not available to the public, such as information that could be used maliciously or endanger an individual or organisation. But in general, all new knowledge and ideas were shared whenever practical. The general consensus of the world shifted towards knowledge becoming public domain in order to improve the overall learning of the world. <br> | ||
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Creating unified platform for consulting collaboration made step towards commoditization of consulting services. Generic solutions for range of problems had been accumulated in the open source databank. With such an extensive data base of information, most solutions were no longer unique and were simply solved by using a generic solution from the collective knowledge. Tailored and specified search engines enabled people to use this platform extensively and commoditized services. By 2018, free consulting matured in a large scale enterprise that represented the majority of commoditized solutions. Although external fee-based consultants were still needed for more complex issues, the global consulting database enabled free consulting to grow exponentially.<br> | Creating unified platform for consulting collaboration made step towards commoditization of consulting services. Generic solutions for range of problems had been accumulated in the open source databank. With such an extensive data base of information, most solutions were no longer unique and were simply solved by using a generic solution from the collective knowledge. Tailored and specified search engines enabled people to use this platform extensively and commoditized services. By 2018, free consulting matured in a large scale enterprise that represented the majority of commoditized solutions. Although external fee-based consultants were still needed for more complex issues, the global consulting database enabled free consulting to grow exponentially.<br> | ||
For complex issues that were not commoditized, online communities continued the growth of free consulting based on virtual currency. Virtual currency motivated freelance consultants to contribute more and exchange services for free in order to build up credibility in the market. Freelance consultants were not backed by any organisation and typically were operated by only one individual. Once a freelance consultant had built up enough virtual currency and recognition in online communities, they could offer their specialized expertise for complex issues that were unable to be solved for free. This bridged the gap between free consulting and traditional fee-based consultants as freelance consultants offered fees at fractions of traditional consultants. Freelance consultants appeared in great quantities that were not limited by national boundaries and distances between clients and consultancies. By 2019, free consultants and freelance consultants represented the majority of all consultants in the market. <br> | For complex issues that were not commoditized, online communities continued the growth of free consulting based on virtual currency. Virtual currency motivated freelance consultants to contribute more and exchange services for free in order to build up credibility in the market. Freelance consultants were not backed by any organisation and typically were operated by only one individual. Once a freelance consultant had built up enough virtual currency and recognition in online communities, they could offer their specialized expertise for complex issues that were unable to be solved for free. This bridged the gap between free consulting and traditional fee-based consultants as freelance consultants offered fees at fractions of traditional consultants. Freelance consultants appeared in great quantities that were not limited by national boundaries and distances between clients and consultancies. By 2019, free consultants and freelance consultants represented the majority of all consultants in the market. <br> | ||
While not every problem could be solved through free consulting and freelance consultants, the massively increased competition put tremendous downward pressure on the fees of traditional consultants. By 2020, traditional consultants had downsized dramatically and only focused on specific markets that could not be replaced by free consulting and freelance consulting, such as capacity issues.<br> | While not every problem could be solved through free consulting and freelance consultants, the massively increased competition put tremendous downward pressure on the fees of traditional consultants. By 2020, traditional consultants had downsized dramatically and only focused on specific markets that could not be replaced by free consulting and freelance consulting, such as capacity issues.<br> | ||