This position requires a skilled leader who also has technical experience, the “chops”, to both
a) dive deep enough with customers to “talk shop” and understand and lead their thinking, and
b) guide/recommend solutions and approaches to their team to ensure the delivery is on target. You’ll roll up your sleeves, but won’t be expected to be so current you could do the work yourself.
Please explain if, and why this describes you, and please be specific.
My first engagement leadership role delivered a new Unemployment Tax and Benefits system to a state government. I was 27 and not very long out of law school and a brand new member of the State Bar; the only one with a degree in Computer Science, 3 years of system design/development experience, and 3 years of military experience.
I had complete command of the enabling statutes and the design of the system that implemented them. I maintained a close working relationship with the agency executives (our clients) and each of twenty-two analysts and developers on the team. We delivered on time/budget and the system performed just as we/client expected. It was a ten million dollar success…and a model for a rewarding career in management consulting…
“…Familiarity at 5 and 50K feet”
As a leader, the only substitute for knowledge, is luck…and while luck is great, knowledge of the domain is more likely to yield the outcomes we expect.
My technical credentials are available at this link:
… Wayne Bartel of PwC questions whether car makers need to do all the metal-bashing they now undertake. Already, there is a worldwide trend for car assemblers to farm out design and production of whole sub- assemblies, such as brakes, steering and suspension. He foresees a world where car firms are not so much car makers as the “vehicle brand owner “. Companies such as Valmet, a Finnish engineering company with roots in paper-making machinery, Magna, a Canadian parts company, and Steyr-Daimler-Puch in Austria are outsiders moving into the business of making cars for established makers such as Porsche and DaimlerChrysler. Mr Bartel thinks car companies might shed some of their assets to parts suppliers.
“Within 5-10 years, we anticipate that fewer than seven VBO’s, operating with something close to a global scale, will dominate the industry. Mergers between major VBO’s will continue to be a part of the competitive landscape. Dynamic supplier networks will auction their capabilities to these global giants, helping them innovate, manufacture and even brand their products and services. Enabled by e-technologies, strong networks will acquire the vulnerable. Agile enterprises will devour the slow,” said Wayne Bartel, PricewaterhouseCoopers global automotive leader and co-author of the report.