1. Introduction
Intrapreneur
Works for a company and provides idea’s for their business.
Entrepreneur
Works for themselves and develop their business.
Consultant
Works for external clients within a company setting.
KIS (Knowledge Intensive Services)
Services for organizations rather than consumer clients.
● Consultants deliver KIS:
○ Producer services.
○ Business services.
○ Knowledge Intensive Business Services (KIBS).
● Customers pay for information associated with the knowledge required for its
exploitation.
● Delivered in material form: reports, databases, presentations, word of mouth,
training, interaction with clients in knowledge exchange.
Three Styles Of Consultancy
● Selling: professional expertise sold at an agreed price (i.e. report, training, etc.).
● Jobbing: carrying out a project to the order of a client (i.e. economic analysis,
architectural design, etc.).
● Sparring: outcome determined through consultant client deliberations (i.e.
involvement in project implementation).
▶ Impact of consultancy depends on how its expertise is matched to the needs of clients and
how interaction is managed.
SCRUM
A lightweight framework that helps people, teams and organizations generate value through
adaptive solutions for problems.
Synchrony
1
, 2. Agile & SCRUM
▶ Consultancy companies deal with different complex problems (KIS).
▶ Clients can fix simple and complex problems alone.
▶ Data analysis for a company is a business problem:
● No straightforward answer.
● Requires you to be creative and smart.
● Cannot easily predict the outcome of what you’re doing.
● Consider the consequences of the implementation of ideas.
● Difficult to solve.
● Rely on the experience of people before you.
▶ Every consultant relies on sets of practices experimented before to minimize:
● Uncertainty.
● Risks.
● Time.
● Possibility of failure.
SCRUM
A simple framework for effective team collaboration on complex projects.
● Lightweight.
● Simple to understand.
● Difficult to master.
Pillars:
● Transparency.
● Inspection.
● Adaptation.
Transparency
● Emergent processes and work must be visible.
● Decisions are based on perceived work.
● Commitments reinforce empiricism and SCRUM values.
● Low transparency → diminished value & increased risk.
Inspection
● Progress towards agreed goals must be inspected frequently.
Adaptation
● If an aspect deviates outside limits or the resulting product is unacceptable →
process or materials need to be adjusted.
● Adjustments must be made as soon as possible.
2
Intrapreneur
Works for a company and provides idea’s for their business.
Entrepreneur
Works for themselves and develop their business.
Consultant
Works for external clients within a company setting.
KIS (Knowledge Intensive Services)
Services for organizations rather than consumer clients.
● Consultants deliver KIS:
○ Producer services.
○ Business services.
○ Knowledge Intensive Business Services (KIBS).
● Customers pay for information associated with the knowledge required for its
exploitation.
● Delivered in material form: reports, databases, presentations, word of mouth,
training, interaction with clients in knowledge exchange.
Three Styles Of Consultancy
● Selling: professional expertise sold at an agreed price (i.e. report, training, etc.).
● Jobbing: carrying out a project to the order of a client (i.e. economic analysis,
architectural design, etc.).
● Sparring: outcome determined through consultant client deliberations (i.e.
involvement in project implementation).
▶ Impact of consultancy depends on how its expertise is matched to the needs of clients and
how interaction is managed.
SCRUM
A lightweight framework that helps people, teams and organizations generate value through
adaptive solutions for problems.
Synchrony
1
, 2. Agile & SCRUM
▶ Consultancy companies deal with different complex problems (KIS).
▶ Clients can fix simple and complex problems alone.
▶ Data analysis for a company is a business problem:
● No straightforward answer.
● Requires you to be creative and smart.
● Cannot easily predict the outcome of what you’re doing.
● Consider the consequences of the implementation of ideas.
● Difficult to solve.
● Rely on the experience of people before you.
▶ Every consultant relies on sets of practices experimented before to minimize:
● Uncertainty.
● Risks.
● Time.
● Possibility of failure.
SCRUM
A simple framework for effective team collaboration on complex projects.
● Lightweight.
● Simple to understand.
● Difficult to master.
Pillars:
● Transparency.
● Inspection.
● Adaptation.
Transparency
● Emergent processes and work must be visible.
● Decisions are based on perceived work.
● Commitments reinforce empiricism and SCRUM values.
● Low transparency → diminished value & increased risk.
Inspection
● Progress towards agreed goals must be inspected frequently.
Adaptation
● If an aspect deviates outside limits or the resulting product is unacceptable →
process or materials need to be adjusted.
● Adjustments must be made as soon as possible.
2
