Consultants often define their practices by the services they offer to the market. Some might describe themselves as problem solvers, change managers, business strategists, or technology specialists, to name a few.
Thinking about what you do in those terms may cause you to overlook the fact that every professional practice, no matter its size, is largely an information business. Of course, you have to master the skills of service delivery, marketing, sales, communication, and many others.
But you'll struggle to get the work you want if you don't excel at creating compelling, market-ready perspectives on the issues your clients face. To do that, you need a systematic way to stay on top of what's happening in the market.
And that's the subject of this month's issue of The Guerrilla Consultant.
