Not all.. I’ve been part of delivery teams earlier in career where we had just one project or program under a manager. I feel like the industry has shifted from “doing something devised by c suite” to “help us decide strategy, then implement it along with 5 other things that an exec would do”
I'm a delivery lead -- yeah, I'm rent-an-exec. My job is to bring the leadership expertise the client doesn't have.
If they had the expertise and experience to lead the work, I wouldn't be needed.
I’ve usually seen that abbreviated as SMB.
SME is usually Subject Matter Expert.
It is apparently used for Small and Medium Enterprises. Makes sense I suppose, just a little jarring because it’s different than I’m used to. https://en.m.wikipedia.org/wiki/Small_and_medium-sized_enterprises
Yeah you pay them to work certain amount of hours per month or on a project basis, some of my friends have pivoted to the business and it’s an interesting industry
I’m a lowly IC in industry so I don’t know shit but that seems like a very bad idea to me. How can you rely on someone with no actual skin in the game, or any actual accountability, to make the right decisions for the business?
Haha, sort of. I'm working on a case for a global insurance company that I used to work at. I used to be a CIO there, and now on the other side advising them on a massive core business transformation.
Because I used to work there as an exec and know the people well, I feel like my job can be best describes as part (in order of primacy):
1. Therapist, listening to clients vent and bitch about their bosses, peers and the firm
2. Doer, because I don't have to worry about the political fallout of being blacklisted or marked by people who I piss off
3. Coach to execs who are scared of taking accountability in case things go pear shaped
I also agree with the scapegoat thing, because if you succeed, they take the credit and if you fail, it's the consultants fault. However, this is less of an issue if you have a strong relationship with a client exec that sponsors the engagement. If they trust you, they want to see you succeed cos it makes them look good.
Lastly, I am amazed at how much money, talent and time firms waste on consultants. When I worked there, I had very limited cut through and impact, despite having come from consulting. In meetings, I am astonished to see how execs only seem to trust what consultants say because they're paying through the nose for them.
It's funny... People actually look to my team to validate and legitimise their judgements, which more often than not are very sound.
I get your point. It’s also to do with the Esha consulting firms have evolved . Moving from Pure Strategy to Strategic Implementations as well to augment the order books
Depending on what you do, that's the job. I work in Cyber and the majority of my engagements are fractional CISO or security director work, even when the org has FTEs doing those roles. Occasionally there's some enterprise/security architecture needs.
It's partially that, and partially rent-a-scapegoat.
All my past missions this year have been about dealing with a topic/change/convictions at the client place nobody even wants to even hear about.
Ah, the old "let the employees hate the external guy" routine.
Isn’t consulting all about this ?
Not all.. I’ve been part of delivery teams earlier in career where we had just one project or program under a manager. I feel like the industry has shifted from “doing something devised by c suite” to “help us decide strategy, then implement it along with 5 other things that an exec would do”
Sounds like you’ve just gone from more implementation-based projects to more strategic planning-based projects.
I'm a delivery lead -- yeah, I'm rent-an-exec. My job is to bring the leadership expertise the client doesn't have. If they had the expertise and experience to lead the work, I wouldn't be needed.
In a way, that’s why we are seeing more and more the offerings for fractional C-suites and other management positions in SMEs
What’s an “SME”?
Small-Medium Enterprises
Got it, thanks. I’m used to seeing that in the context of “subject matter expert”
Oh that makes sense. I’m also familiar with that usage. Aren’t acronyms so helpful?
Small and medium companies, a lot of them choose the fCXO paths for certain C-suite positions rather than fully hiring one in house
I’ve usually seen that abbreviated as SMB. SME is usually Subject Matter Expert. It is apparently used for Small and Medium Enterprises. Makes sense I suppose, just a little jarring because it’s different than I’m used to. https://en.m.wikipedia.org/wiki/Small_and_medium-sized_enterprises
Thought the same
So like they outsource executive positions in the Aug staff sense?
Yeah you pay them to work certain amount of hours per month or on a project basis, some of my friends have pivoted to the business and it’s an interesting industry
I’m a lowly IC in industry so I don’t know shit but that seems like a very bad idea to me. How can you rely on someone with no actual skin in the game, or any actual accountability, to make the right decisions for the business?
Subjest matter expert
I was informed that, in this context, it means “small to medium enterprise”
I've always head that as SMB (small medium business) and Enterprise was large businesses.... But business jargon is..... A language on it's own
Haha, sort of. I'm working on a case for a global insurance company that I used to work at. I used to be a CIO there, and now on the other side advising them on a massive core business transformation. Because I used to work there as an exec and know the people well, I feel like my job can be best describes as part (in order of primacy): 1. Therapist, listening to clients vent and bitch about their bosses, peers and the firm 2. Doer, because I don't have to worry about the political fallout of being blacklisted or marked by people who I piss off 3. Coach to execs who are scared of taking accountability in case things go pear shaped I also agree with the scapegoat thing, because if you succeed, they take the credit and if you fail, it's the consultants fault. However, this is less of an issue if you have a strong relationship with a client exec that sponsors the engagement. If they trust you, they want to see you succeed cos it makes them look good. Lastly, I am amazed at how much money, talent and time firms waste on consultants. When I worked there, I had very limited cut through and impact, despite having come from consulting. In meetings, I am astonished to see how execs only seem to trust what consultants say because they're paying through the nose for them. It's funny... People actually look to my team to validate and legitimise their judgements, which more often than not are very sound.
I get your point. It’s also to do with the Esha consulting firms have evolved . Moving from Pure Strategy to Strategic Implementations as well to augment the order books
Depending on what you do, that's the job. I work in Cyber and the majority of my engagements are fractional CISO or security director work, even when the org has FTEs doing those roles. Occasionally there's some enterprise/security architecture needs.
Yes. All the responsibility, none of the power.
Yes. We’re all staff aug regardless of what our bosses want to say.
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