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<td colspan="14" align="left" valign="top" bgcolor="#FFFFFF" ><h1>When To Say "Yes" To Education Consulting and Oursourcing Projects.</h1>
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<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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