Shor t Takes
I’d depict it is that it’s a line that doesn’t have a lot of
jigsaws, it’s much more stable, much more smooth,
and goes from A to B with a certain trajectory and
slope. The other one, it’s a lot about jigsaws. Maybe
at some point you have a lot of sugar and you feel
like you’ve done a lot, but then there’s a quick fall
when that sugar high goes away. So a journey from
A to B becomes much more stressful and risky.
Consulting: What are some of the biggest risks
around digital transformations?
Barosi: First of all, engagement with your
employees with your leadership, loss of morale
and loss of talent. The risk is communicating to
investors, to certain shareholders or stakeholders
and setting a tone you then can’t maintain and it
becomes just window dressing. Ultimately the risk
is extinction. Complacency is another big element.
So the risk is if you don’t look at it systemically,
and ultimately you do it on an event basis and you
jeopardize the going concern and the continuity of
the enterprise. Every company should take the term
“digital transformation” and essentially articulate
and unbundle it into its components and what
they mean for a media company, what they mean
for a technology or software company, and so on.
I’m saying let’s take it to the next level, but make
it realistic and real, and let’s articulate what the
operational dimensions are versus what I typically
see, which is that it substitutes human labor hence
it’s a great opportunity for cost reduction.
Consulting: What are some of the big consulting
opportunities around TMT?
Barosi: We build capabilities for our clients, make
sure we’re not creating addiction, making sure
we build sustainability for them, and having a
relationship based on value versus posturing and
PowerPoint documents. Value means that you take
a suggestion, you take a recommendation, you take
analytics, you take a full suite of abilities to assess
and define, then help and support an implementation.
That’s a skillset that’s more and more important
because as we talked about the cycle times are
becoming less and less and these companies don’t
have the talent, the fortitude or the abilities to take
a recommendation and go do it by themselves, it
would take 2 to 3 times as much. So if you have
experts that can do that, that means success for an
outcome and an output rather than success as a “ok,
great idea, now what do I do with it?”
Consulting: What’s the future of the TMT practice at
Barosi: It’s going to continue to grow at unseen rates
(40%+ per year in terms of revenue) and we’re going
to continue to morph into doing more insight-based
type consulting and ultimately continue to use our
skillset to build proprietary tools that are going to be
game-changing for us as a practice to do our work.
That way we can spend more time on the quality of
the work and on the insights we’re coming up with
rather than time on analyzing and doing the basics.
Less documents, more concise analytics, an output
which is so much more repeatable versus something
that’s always tied to the individual that’s different
with each engagement.
WE’RE USED TO CYCLES
HAPPENING OVER MULPICLE
YEARS, NOW THEY HAPPEN
IN QUARTERS; SOON, THEY’LL BE
HAPPENING IN MONTHS.