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X : Do you like living in a marsh?
Me : Yes, it's wonderful. Life is great. Until I have to move because of global warming ... but even then I can make a good life out of very little. Contentment is a wonderful thing. Why?
X : I'm surprised you don't work for McKinsey.
Me : Err?
Me : Yes, it's wonderful. Life is great. Until I have to move because of global warming ... but even then I can make a good life out of very little. Contentment is a wonderful thing. Why?
X : I'm surprised you don't work for McKinsey.
Me : Err?
Me: Ok, I'll bite. Why on earth would I work for McKinsey?
X : Because of your mapping stuff.
Me : You do realise that I consider McKinsey to be an utterly irrelevant organisation in a modern setting and mapping is designed to free others from companies like that?
X : Because of your mapping stuff.
Me : You do realise that I consider McKinsey to be an utterly irrelevant organisation in a modern setting and mapping is designed to free others from companies like that?
X : They're very good at strategy.
Me : You mean they say they're very good at strategy as in mystic type of killing a chicken, throwing bones in the air and reading runes. I consider them to be hopeless. I come across some of their stuff every now and then, I don't respect it.
Me : You mean they say they're very good at strategy as in mystic type of killing a chicken, throwing bones in the air and reading runes. I consider them to be hopeless. I come across some of their stuff every now and then, I don't respect it.
X : Well, I think ...
Me : ... and here we end the conversation. It a matter of belief. One thing I like about maps is I can see strategic choices in a context. I use this to review past choices, it's how I learn ... a bit like playing chess. All I see with McKinsey are memes.
Me : ... and here we end the conversation. It a matter of belief. One thing I like about maps is I can see strategic choices in a context. I use this to review past choices, it's how I learn ... a bit like playing chess. All I see with McKinsey are memes.
X : They also have models of understanding situational awareness but they are within the organisation.
Me : If you say so. Are these like operating thetan levels? I'll wait whilst you go look it up. Actually, this is tedious and I enjoy life even more without such conversations.
Me : If you say so. Are these like operating thetan levels? I'll wait whilst you go look it up. Actually, this is tedious and I enjoy life even more without such conversations.
I've always been clear about this but just in case anyone missed it in the map of mapping. My moral imperative behind the creative commons nature of mapping is to free us from the consultants that enslave us with mystic strategy blah.
Welcome to the rebellion.
Welcome to the rebellion.
In my view, the way strategy consultancy should work is ...
a) You have a map that you created, discussed with your team, worked out your play.
b) A consultant turns up for half a day to challenge your play, provide some new patterns.
c) The consultant leaves.
a) You have a map that you created, discussed with your team, worked out your play.
b) A consultant turns up for half a day to challenge your play, provide some new patterns.
c) The consultant leaves.
... because mapping is still new, I occasionally run a 2 day mapping workshop to get a company started. But hopefully, as more learn to map that will diminish. 1/2 day is more than enough to challenge someone's play, an M&A or some other change if people have mapped it.
... I've done everything from gov policy to renewables to prisoner detection to drone attacks. 1/2 day is where you want to get to. Any consultancy arrangement longer than that is too long in my book - in, challenge, out.
