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    <td colspan="14" align="left" valign="top" bgcolor="#FFFFFF" ><h1>When To Say &quot;Yes&quot; To Education Consulting and Oursourcing Projects.</h1>
      <!--#include virtual="/incl.sharethis.html" -->
      <h2><span class="default">Technoshock. Globalization. Mergermania. 
        Big doings that have the potential to upset workplace harmony 
        and require employees to work and collaborate in new and scary 
        ways.</span></h2>
      <p><span class="default">And that encourage ever-opportunistic 
        education company execs to say, "We don't just do training 
        -- we're Change Consultants!"</span></p>
      <p><span class="default">OK, so you're on to a $2 million enterprise 
        transformation deal and you're salivating like crazy. Not 
        to rain on your parade -- but ask yourself a few questions 
        first.</span></p>
      <h4><span class="default">A. "Are we really qualified to perform 
        this job?"</span></h4>
      <p><span class="default">Don't count on your client to figure 
        this out. If you can't do what you contract to do, you'll 
        wind up having to learn on your own nickel -- or wind up embarrassing 
        yourself.</span></p>
      <p><span class="default">Don't consider yourself qualified if 
        you lack the resources required to accomplish the job, either. 
        You'll wind up drained, and the rest of your business will 
        dry up from a lack of attention.</span></p>
      <p><span class="default">A training company CEO I know was behind 
        plan, and getting desperate (don't you love this business). 
        Then he ran into a 3rd world diplomat at a DC cocktail party 
        decked out like Mussolini. "You're in the training business? 
        How'd you like to train my entire country?" Next thing you 
        know, the CEO was bidding on a contract to train 30 million 
        tribesmen in literacy, nutrition and personal hygiene. An 
        on-site needs assessment visit was complicated by raw sewage 
        in the streets, public executions and demands for bribes. 
        Fortunately, the CEO's Board found out about the deal in time 
        to squelch it.</span></p>
      <h4><span class="default">B. "Would I hire us to tackle this assignment?"</span>
      </h4>
      <p><span class="default">If you wouldn't, chances are your client 
        is a fool. And you're equally foolish if you sign on to consort 
        with him.</span></p>
      <p><span class="default">Why? Because a foolish client will 
        be of little use in helping to frame the project plan, will 
        change scope and direction at the drop of a hat, will be inept 
        at getting buy off on your deliverables and will be fired 
        before it's time to pay you.</span></p>
      <p><span class="default">Now, do you still want the job?</span></p>
      <h4><span class="default">C. "Will we learn something of value 
        to all of our clients in completing this assignment?"</span></h4>
      <p><span class="default">Do accept project assignments that 
        offer the potential for you to develop a commercially viable 
        new product or service on your client's nickel. Or that give 
        you valuable insights into a new market or a new technology 
        you deem crucial to your future success.</span></p>
      <p><span class="default">Do also take your client into your 
        confidence concerning your intentions. Not just because it's 
        ethical -- but because most contractual agreements give your 
        client full ownership of any work you perform.</span></p>
      <h4><span class="default">D. "Will this project satisfy our profit 
        requirements?"</span></h4>
      <p><span class="default">Don't undertake major educational consulting 
        and project work without an excellent prospect for earning 
        a sizeable profit. Why? Because you are also undertaking considerable 
        risk, and deserve to be rewarded for it.</span></p>
      <p><span class="default">There is a hypothesis that goes like 
        this. "By undertaking this sensitive enterprise-linked education 
        consulting and project assignment we will ingratiate ourselves 
        with our client's senior decisionmakers and become an ongoing 
        trusted confidante. So even if we don't make any money on 
        this deal it will be a great door opener for future business."</span></p>
      <p><span class="default">I've tested this hypothesis -- and 
        it doesn't hold water. That's because enterprise education 
        deals are usually triggered by periods of tremendous dislocation 
        and change -- and these periods typically occur once every 
        five to fifteen years or so. Once the problem is solved, it's 
        back to business as usual. And if you weren't already part 
        of that business as usual process, you can kiss your future 
        prospects goodbye!</span></p>
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Anon7 - 2021