Wie können Sie ein Startup-Beratungsengagement auf Kurs halten?

The problem with start ups is they're very often cash poor. Therefore, it can be very easy to get sucked in to doing extra work that you're not compensated for. So 2 important learnings: 1) Setting clear guardrails and boundaries on both your time and scope up front 2) Being firm that these guardrails are adhered to during the project.

Une mission de conseil commence le plus souvent par un #diagnostic au cours duquel le consultant essaie de cerner les problèmes auxquels est confronté son client. Ce diagnostic ne peut être que partiel, car à ce stade on ne parle pas encore de mission, mais de prise de contact. Souvent, ce diagnostic prend la forme d'un ou plusieurs entretiens, parfois d'une visite. Quelques documents peuvent être remis au consultant dans le cas d'une recherche documentaire. Le consultant va devoir, à partir des éléments récupérés, élaborer une #proposition d'intervention qui devra être validée par le client pour s’assurer qu’il y a un alignement avec les #objectifs du clients

Startups need to have well defined milestones. It is extremely important to do regular checks and improvise as per progress against these milestones. Same holds true for execution at micro and macro level.

Focus on the deliverables and do not let scope creep get in the way of what has been committed to. Setting the deliverables at the beginning of the engagement and hitting the milestones is one of the key performance indicators that you will be judged by.

In small companies, everything is a priority, and having an effective way to drill down to the essential requirements and timeframe needed is critical. Once defined, executive sponsorship is often required to execute on time. Be careful of the time thieves! There are plenty of people and discussions that can steal resources away from staying focused.

1. Compréhension approfondie des besoins du client 2. Établissement d'objectifs clairs et réalisables : (SMART) pour la mission. 3. Communication transparente et fréquente : Maintenir une communication ouverte et régulière avec le client et les équipes . 4. Gestion efficace du projet : Utiliser des outils de gestion de projet pour suivre les progrès, affecter les ressources de manière appropriée et respecter les délais. 5. Flexibilité et adaptation : Être prêt à ajuster la stratégie ou les plans en fonction des changements de circonstances ou des nouvelles informations qui émergent pendant la mission. 6. Évaluation continue des résultats 7. Engagement envers l'amélioration continue

Managing expectations is very critical with startup. Building a design thinking ladder is very crucial to align key elevated priorities and align them with scope and objectives vs. allocated resources that include competences, fund, time and competitive advantage.

Understand the market and prepare a detailed business plan - think about resources - especially finance - you will need and remember it is almost impossible to do it on your own.

In the dynamic landscape of startup consulting, effective communication drives change and transformation. By fostering an environment of open dialogue and collaboration, consultants empower startups to navigate uncertainty with confidence, leveraging collective insights to overcome challenges and seize opportunities. Communication also builds resilience and adaptability within the ecosystem, creating a culture of transparency and accountability where challenges are openly acknowledged and lessons learned inform future actions. Ultimately, effective communication is not just a best practice but a strategic imperative for startup consulting success.

Communication is a very important role in a start-up as there are a lot of changes happening in the product/services. because during the initial stages, client feedback is very crucial and sharing that feedback with the in-house team is as important. You being the eyes and years of the company will share all the information and client feedback to the team to improvise the product/services and take them to the next level and also share the insights of what the market trend is and what customers are looking for. Eventually, after one year of improvisation and changes, the product will start to take shape as per the market requirements and it will be a lot different from what you thought at the ideation stage.

Critical to our establishment of Harriss Wagner Consultants & Advisers was documenting our business strategy and a set of protocols and standards. These set the scene for every consultant or administrative team member we employed enabling immediate focus and contribution. This enabled the Partners (Directors) of the firm to focus on generating business and engaging in the deliver of client projects secured. Today, our firm operates on the same foundation making it a very simple business to direct and manage, with everyone consistently conforming to the 20-mile march inclusive of business development and exceptional client services management.

Over index on defining business objectives, the scope that will deliver that objective, sign off of KPIs and deliverables and a charter (this defines how we will know we've been successful... what have we delivered, what do we know, what metrics do we have etc). Create simple effective governance (e.g a weekly Decision, Risk and Issue board where senior stakeholders attend). This should drive momentum and ability to deliver at pace. Moving a large financial services business to AWS cloud, using the above and a well defined engagement model, we could interact with the application teams who would be migrating and drive them against a prescriptive road map.

Beyond communication, there is also the need for vigilance, i.e. is the project or engagement evolving as planned - what if not. Consider a space probe, and an discrepancy in launch trajectory of only one degree, leads to an increasing departure from the planned destination. Even a small discrepancy relative to expectations may be indicative of an increasingly greater future discrepancy from plan, and therefore the need to take action. Terry Leahy, ex of Tesco, in his 2012 opus, Management in Ten Words, states that if there is a discrepancy, then stop the project and reconsider the terms of reference. I recommend Leahy's book as a good management book, full of insights of how to run a business, and lead a project or engagement.

Timely communication ensures everyone stays aligned with project goals and allows for swift adjustments to changing priorities.

Intégrer les différents acteurs et leurs attentes est clé. Des outils comme la carte des partenaires peuvent vous aider à y voir clair et bien anticiper les tensions éventuelles et jeux d'acteurs qui peuvent entrer en jeu.

Frequent and adequate communication with all stakeholders incl. clients, partners, collaborators and inhouse staff is critical regardless of the maturity of the consulting firm. Issues and opportunities alike could be easily identified in this way. However, there is such a thing as 'overcommunication' too, so this needs to be combined with a focus on quality and detail, which could be different depending on the engagement. Most professionals would agree that 'the devil is in the detail' and as trivial as it may sound, it's simply a fact, in my experience.

Effective communication is vital in consulting, especially with startups where agility is key. Regular updates and open dialogue with clients and stakeholders ensure alignment, foster trust, and allow for swift adaptation to changes. Engaging all parties invites diverse perspectives and nurtures a collaborative environment essential for project success.

As the engagement progresses, their needs will change. Sometimes you can be out of your depth on certain areas, so understanding a coming need and tapping into your network in advance to ensure the client gets timely advice is very important.

After the initial launching/soft launch, you will gather feedback and start improvising the product/services as per the market expectation. During this phase, you will also come across a industry or demographic where the acceptance of your products/service is very high and it would be advisable to take the feedback from the existing customers / specific industry people and move ahead in the same direction for the quicker reach to the market. Implementing changes during the initial phases will make your product/services, more robust and will meet clients expectations. Getting clients feedback and checking their product /service usage is very very crucial for the future of the company.

Une fois les budgets connus, le périmètre connu et les objectifs la communication doit de concentrer sur un plan d’action collectifs qui reprend les tâches de tous les intervenants.

Foster creativity to deal with change. Clearly communicate situational changes and articulate consequences of different options. Ignoring these or delaying decisions will rarely improve the picture.

The key to achieving this is to listen to the immediate and to your inner voice. Trust your instincts. Know for certain what you are being asked to do and what you are capable of delivering. Be open to be in high learning mode.

I think that the name of starting up seems challenging and trendy. But as with all types of business, you need to have a good plan, make a strong SWOT analysis. How distinctive is your plan, be critical and not cosmetic or emotional According to the latest data, up to 90% of startups fail. Across almost all industries, the average failure rate for year one is 10% However, in years two through five, a staggering 70% of new businesses will fail. Focus and be rational in the business. Have ambitions but be rational and not dreamer

By embracing change and uncertainty, consultants can position themselves as trusted advisors and partners, capable of guiding startups through the myriad challenges and opportunities they face on their journey to success. The key step to keeping a startup consulting engagement on track is adaptability. Consultants must be willing to pivot, iterate, and innovate in response to changing circumstances, leveraging their expertise and experience to provide value-added insights and recommendations. By embracing adaptability as a mindset and strategic imperative, consultants can navigate uncertainty with confidence, resilience, and creativity, ultimately driving meaningful impact and success for their clients.

Adapting to changing circumstances is essential to keeping a startup consulting engagement on track. The major strategies to ensure flexibility and resilience in the face of evolving situations: 1. Regularly Assess the Landscape 2. Maintain Open Communication 3. Flexible Project Planning 4. Risk Management 5. Client Collaboration 6. Agile Implementation 7. Resource Flexibility 8. Technology Integration 9. Client Education 10. Embrace a Learning Culture 11. Client Empowerment 12. Adaptive Leadership By incorporating these strategies, we can create a consulting approach that is resilient and responsive to changing circumstances, ensuring the ongoing success of the startup consulting engagement.

Urban planning requires to deal with a lot of uncertainties. You can mostly see them as opportunities. Sustainability and climate change and all the changing regulations, goals and risks are one of the biggest challenges to be implemented in urban planning projects. What we plan and design now will last at least longer than the timeframe of the global sustainability and carbon neutrality goals. Being open about those changing elements from the start makes you a trusted advisor. Adaptation is key and only reachable when communicated from the beginning that the project requires flexibility. Make sure that's the mindset of not only the direct people you're working with, but also the decision makers (if not the same people).

This also involves helping clients focus and prioritize. There's often a long wish list, but a good advisor/consultant will help the company focus on the most important, impactful activities. In today's world that's full of noise, cutting through the noise first is a big value an outside-in perspective can bring

People normally try to overspend because they are trying to reinvent things which are already available so you have to be very careful. It is very hard to manage time and resources in a start-up during the initial stages as the products/services are growing just like a small baby & growing needs more food. Similarly, initial start-up always needs more funding and more time and more learning and implementation to reach the adolescent stage of being a stable and successful product/service.. During this phase, you will also come across a lot of challenges and you will try to iron out all the issues /bugs and bottlenecks in the best suitable way looking at the long-term view rather than resolving it with a short-term view via client feedback

Consultants must tailor their approach to time and resource management to suit the unique requirements of each project and client. This may involve adopting agile methodologies, employing collaborative project management tools, or embracing lean principles to streamline processes and eliminate waste. By aligning their time and resource management practices with the specific needs and objectives of the client, consultants can optimize efficiency and deliver maximum value. Effective resource management is essential for keeping startup consulting engagements on track. By carefully planning, prioritizing, and allocating resources, consultants can navigate tight deadlines, budgets, and resource constraints with confidence and precision.

Fluid environments have fluid financials... set parameters so both parties are treated fairly. Prepare for this up-front when the tension is lower. Wrestling with these issues in real-time will be super-challenging and full of added pressure. Process a zero-cost change order early to test the process... you will learn how well prepared you are.

In my experience, start ups are in need of resources for growth. The most important factor is the time and even more than that is time value of money. As an advisor, one must allocate substantial amounts of resources for the growth of the startup. Not only your time but also make sure efficient utilization of the resources of the startup as well.

Et quelque fois, savoir renoncer, si vos propres valeurs sont en jeu ou si, manifestement, le projet est utopique et hors de portée et dans ce cas il convient de savoir le dire : le feedback est toujours source de progrès

This is hands down the most difficult aspect for any startup consultant founder, especially when they are working independently without any extra support on the back end, such as systemic work, scheduling, quality control, and accounting. Being in the field and interacting with clients is the easy part. I've found that getting help with clerical work, even just a few hours a week, is a great way to buy some extra time and less stress.

Il est important aussi d'avoir des indicateurs de performance / d'étapes pour consolider les liens avec les parties prenantes.

Indeed, for a startup offering consulting services, it´s easy to derail due to cash-flow needs; by the time they are in the middle of the delivery of a project already sold, their efforts are usually shifted to ensuring a scope increase or onboarding new clients; it´s a a cycle that doesn´t seem to end. However, to levers can help change the game. One is having the right senior talent, with an already existing -and proven- portfolio of clients that can improve leads conversion -and reduce pipeline building efforts. On the other hand, it is moving from being a point-solution firm to a continious-engagement or service company, by providing continious reporting, monitoring or assessments that bring value from a continious evaluation.

To maintain a startup consulting engagement on track, establish clear objectives and milestones from the outset. Regularly communicate progress and setbacks with the client to ensure alignment. Use project management tools to track tasks and deadlines efficiently. Address any issues promptly and adapt plans as needed.

No meu ponto de vista é extremamente necessário que os produtos ou serviços definidos pelas startups sejam entregues com tração e com alta possibilidade de serem escaláveis.

Consultants must go above and beyond to identify opportunities for value creation, whether it’s through providing additional insights, resources, or support, or by helping clients uncover hidden opportunities or address unforeseen challenges. Delivering quality and value in startup consulting requires a holistic approach that encompasses not only the final deliverables and outcomes but also the process, the relationship, and the lasting impact generated. By committing to accuracy, reliability, relevance, professionalism, and value creation, consultants can build strong partnerships with clients, drive meaningful change and innovation, and ultimately, contribute to the long-term success and sustainability of startups.

Great consultants relish their clients' successes. Delivering quality and value is the very best approach to building a lasting and referenceable client relationship.

Delivering quality and value is essential for the success of a startup consulting engagement. The approach to ensure that the consulting services consistently meet or exceed client expectations are: 1. Understand Client Objectives 2. Collaborative Relationship 3. Customized Solutions 4. Clear Communication 5. Continuous Collaboration 6. Demonstrate Value Early 7. Expertise and Innovation 8. Client Education 9. Adaptability to Changing Needs 10. Client Satisfaction Surveys 11. Quality Control Processes 12. Outcome Measurement 13. Ethical and Professional Conduct 14. Post-Implementation Support 15. Celebrate Successes

The Stages of Entrepreneurship are Classified across as. STAGE 1 - #Vichaar (Thought/ Idea) STAGE 2 - #Aakaar (Shape / Define) STAGE 3 - #Saakaar (Plan/ Realisation) The journey of vyapar (Business) begins at; STAGE 4 - #Baazaar (Market's)

the success of your product/services would heavily depend on the kind of quality services or product. You are providing and the response time in which you are providing the services. The better the servicing, the better the world of mouth and more references can be expected from existing clients. Always check the usability of your products/services and keep a time on how much does the client use and if they are not using it, then try to find out the reason and work on that reason to make sure more team members are using your services/products for a longer period of time and consistently.

Creo que deben ser startups con presupuesto previo de consultoría y calculado en la inversión inicial. Lean Startup es una metodología muy adaptable y utilizada para estas organizaciones. El apoyo metodológico externo del proyecto es clave, la innovación sin metodología es mas lenta y mas riesgosa.

Deliverables are the most important part of your consulting engagement. Measuring the deliverable in conjunction with the plan that was laid out with the client is the key to success. It's crucial that the client is on board with the plan and has realistic expectations. The key for a great consultant is to always over deliver and exceed expectations.

Think outside of the box. Be the value add that the client wants. Sometimes you need to also understand the clients personal needs. It could be that after this successful engagement, the client’s promoted. Understanding the underlying urgencies ensures a ”forever” client and relationship.

Two concepts help to think about how to satisfy startup's needs and even create magic moments that go well beyond what was expected: 1) Kano's quality model teaches us to meet the basic hygiene requirements (delivering on time and quality) and perform on "performance requirements" (e.g. impact created, …). 2) Create magic moments by giving value in areas that the customer doesn't know they don't know (Johari's window) … this is where the magic happens. PS: Performance x Relationships = Value... What you deliver is only half the equation. The relationship is the other half.

Após a conclusão de um projeto, é crucial dedicar tempo para analisar as lições aprendidas. Essa reflexão crítica permite identificar pontos fortes e fracos, servindo como base para o aperfeiçoamento em projetos futuros. Algumas opções a seguir: 1. Reunião de retrospectiva 2 Utilizar o PDCA (plano, do, check, act) para identificação de problemas e oportunidades de melhoria 3. Análise SWOT, utilização de mapas mentais, brainstorming.

For a consultant when it comes to learning and improving from a certain startup project, having an open dialogue is crucial. It is not only about giving but asking for feedback from startup founders and team members. I highly recommend doing so after achieving each milestone. Why? Because the progress in each stage can be different there is always room to develop or adjust working style or methods to achieve the best outcome. After all, it’s all about working together as a team. Based on my experiences, at the beginning of working together, team members who are not comfortable working with a consultant need time to get used to it. When they start to see results, they are more likely to express themselves about their perspectives.

If change is constant, and thus so is adapting of plans, then the aim must not simply be adaptation, but rather improvement. Deming advocates continuous improvement, that all starts with the data - a statistician, he warned of the need to believe in god, and anything else has to be represented as data. Continuous improvement is at the cornerstone of the Toyota Production System, which Deming helped conceive, and which today, champions the philosophy of the production of all firms. A bilateral improvement of the customer proposition, and a lowering of the cost base, i.e. increasing of margin, but not at the expense of the customer. In short celebrate two gods: the customer and margin.

I use a 10-point strategy template, to maintain the momentum & ensure success: 1. Setting clear objectives. 2. Develop a Project Plan outlining the scope of work, tasks, milestones, deadlines. 3. Maintain open communication with regular check-in meetings, progress & status reports. 4. Managing expectations, defining responsibilities & timelines. 5. Staying flexible to changes in the startup's needs. 6. Offer constructive feedback to help address challenges, optimize processes & achieve objectives. 7. Prioritizing activities & initiatives that deliver the most value. 8. Always monitoring & measuring progress. 9. Cultivate strong relationships built on trust & respect. 10. Acknowledge & celebrate milestones, achievements & successes.

We often think we know everything. In the ever changing world, that's not possible and not realistic. Be open to the client about not knowing everything and that you're in it together. Being open about not clearly knowing the end goal, but going on a journey together with the necessary flexibility and adaptability will contribute to a good relationship with the client. Even then you can agree on specific goals, but one of them should be flexibility and learning continuously.

Continuous learning is the cornerstone of effective consulting. Every engagement presents a wealth of insights and lessons waiting to be harnessed. Consultants must actively seek feedback, reflect on experiences, and identify areas for improvement. By integrating these learnings into their practice, consultants not only enhance their own capabilities but also elevate the value they bring to future engagements. A culture of learning not only drives efficiency, but also strengthens the consultant-client relationship.

Every experience in life is a self learning and improvement option. They who understand that and desire to learn, as I do everyday, allows one to grow, the project to potentially grow now and in the future, and ensure the next similar engagement will be improved. Feedback is a mixed blessing at times, but a good leader and consultant understands giving as well as receiving is part of the overall experience and allows for growth.

Continuous learning and improvement are essential for staying relevant and effective as a consultant. This involves reflecting on past experiences, gathering feedback from stakeholders, and seeking opportunities for professional development. By embracing a growth mindset and being open to feedback, consultants can refine their skills, expand their knowledge, and deliver even greater value to future clients.

Know what your boundaries and capabilities are. Walk away from opportunities that you can’t deliver on. Always be in listening and learning mode. Have close colleagues who will tell you the truth.

Active listening, positive outlook to feedback helps improve performance by applying suggestions made. Sharing learnings and best practices improves performance of the teams both client and startup.

High standards, operational integration and discipline. Startups often have wonderful people with technical expertise, bold ideas, high energy, and enthusiasm. Simultaneously they regularly lack structure and operational discipline. Ensuring a solid values alignment with the founder or founders, and providing the structure, processes and discipline needed, helps to accelerate the company’s vision and sustain the engagement.

Aligning startups key goals like fundraising plan to project deliverables/ outputs in addition to all what was mentioned on solid project management and robust communication will ensure engagement success!

In a startup culture, changing goal posts are not unusual and even more challenging when there are multiple founders with different viewpoints. Hence, at the start of the engagement, it is paramount to agree on: ✅ Guiding Principles; 🙋♂️Clear objectives & accountability; 🙋🏻♀️Who is the final decision maker (or in Agile, who the product owner is) 📝Change request approval & escalation process Without the above set out upfront at the start of the project, it can become very tricky to navigate what is usually a very dynamic environment.

IMHO startups and strategic consulting are a poor fit. Startups are cash stripped. Areas of expertise should be covered through co-founders and advisors (ie people believing in the vision and project) rather than externalised to paid consultants. If you are not able to run a business plan learn to do it rather than asking someone to do it for you.

To keep a startup consulting engagement on track, establish clear objectives and timelines from the outset. Maintain open communication channels with the client, addressing any concerns or challenges promptly. Adapt to the startup's dynamic environment by staying flexible and agile in your approach. Provide regular progress updates and milestones, ensuring alignment with the client's evolving needs and goals. Collaborate closely with the startup team, offering support, guidance, and actionable insights to drive success.

To maintain accountability and clarity throughout the consulting engagement, it's crucial to diligently document all discussions, decisions, and actions taken. This ensures that both parties have a clear reference point. Additionally, defining clear, measurable outcomes or key performance indicators (KPIs) enables stakeholders to track progress and evaluate the success of the initiative effectively. Furthermore, continuous assessment and refinement of the consulting approach are essential to optimize results and drive ongoing value for the startup. By consistently improving and adapting strategies based on feedback and changing circumstances, the consulting engagement remains dynamic and responsive to the startup's evolving needs.

Work with the founder(s) to help define and communicate a clear and engaging purpose; in case of more founders, challenge them with questions, to make sure their individual purposes converge into one strong and short company purpose, understood and shared word by word, representing their collective commitment. This initial stage is crucial and should be resolved before any process, procedure, software or other management tool is put in place.

When a start up client comes to us for consulting engagement, we need to identify top themes of work and not a very narrow problem statement only. Given constantly changing regulatory and macro economic environments , the problem statements for a start up firm itself can change during the course of the engagement while the top themes will still stay relevant! This is likely to ensure that we will have relevant action items under each theme - something which will be of real value to the start-up firm! This will help the client see us as their advisors and not just external consultants.

To succeed in a startup consulting project, the startup and the consultant need to: - Agree on the goal, scope, timeline, and deliverables of the project. - Communicate frequently and honestly, and share feedback and updates. - Solve any problems or disagreements quickly and positively. - Measure the results and impact of the project and record the lessons and best practices. An example of a good startup consulting project in India is a big-4 consulting firm helping an e-commerce startup with its market and business model analysis, corporate governance plan, and global growth strategy. This helped the startup become a leading ecommerce company in India and abroad.