All tagged management

One way to combat that involves grassroots efforts to boost the ranks. But do security teams search for qualified, seasoned experts, and do they look for specialization or the proverbial “generalist” who can cover many corners of the cyber space? It is an ongoing debate in the industry, and today, we’ve brought together two security thought leaders to provide their take. We sat down with Kayne McGladrey, Co-Founder and Spokesperson, Include Security, and Rebecca Wynn, Head of Information Security and Data Protection Officer (DPO), Senior Director, Matrix Medical Network.

For creative direction on hiring, Kayne McGladrey, co-founder of Include Cybersecurity, turned to "Who," by Geoff Smart and Randy Street. “This is a book I consistently recommend to all managers and directors who are responsible for hiring personnel, in that it defines a consistent and repeatable technique for identifying and hiring high-performing candidates,” McGladrey says. “When I started as a manager, I followed a lot of the pseudo-science that I’d seen from prior managers and found it wasn’t reliable advice.”

How An Identity and Access Management Program Saved a Retailer $100k+ In Fraud Annually

Gartner estimates that 63% of all IAM products will be thrown out in the next two years as the ‘requirements have changed’ since the date of original purchase. The challenge for new and existing IAM programs is to establish and maintain a strong justification for the program’s continued existence.  One retail client recognized this potential risk to their IAM program and took a novel approach to clearly illustrating the benefits of an IAM program.

Seven ways to fail your first consulting interview

Interviews are inherently challenging and stressful for candidates, and everyone makes mistakes during an interview. Avoiding these seven common mistakes does not guarantee that a candidate will not advance to the second interview at a consulting firm; however, candidates who commit multiple of these (particularly concurrently) won’t be asked back.

Five lessons learned about paying consultants for Net Promoter Scores

Since our initial deployment of the Net Promoter Score (NPS) for variable compensation at my Professional Services Organization (PSO) two years ago, there are five lessons learned that are broadly applicable for other PSOs that are considering adding NPS to the mix. We chose to deploy NPS because consultants can strongly influence the outcome and benefit from the results. NPS measures whether or not your consultants are creating advocates or adversaries for your brand, which is critical to landing add-on sales at existing clients as well as new customers.

How communication lapses can destroy the reputation of a small professional services firm

A significant portion of new business for small professional services firms comes through referrals. How many times have you as an individual consultant or professional services manager let an email sit in your inbox for a day or two, from a frustrated client? Alternatively, chose to let their phone call ring through to voicemail rather than answering? Or they gave up in a convoluted IVR system that your operations manager recommended as a 'cost savings measure'? Moreover, what is the reputational risk to your business when that disaffected client becomes a 'Detractor' on the Net Promoter Score spectrum?

Webinar results from February sessions

This week, I held two evening webinars on managing professional services firms. We brought together consultants, directors, and vice presidents from the east and west coasts to learn about the best practices for managing a worldwide consulting firm. My personal thanks if you were able to attend. On March 2nd and 3rd, we’ll be continuing our conversation and discussing the Quote to Cash process.

Going under the couch cushions, my favorite audience question from the Vancouver IEEE Consultants Network

Last night, I gave a presentation on the quote to cash process at the IEEE Consultants Network in Vancouver, Canada. My favorite audience question was, “how would you recommend a firm start encouraging our professional services managers to look under the couch cushions?”

“Going under the couch cushions” is my semi-joking name for a strategic backlog review. I have children, and there are only two things I find under my couch cushions: spare change, and messes that need cleaning up.

In professional services, the spare change you find in the backlog comes from those customers with an odd number of hours left and an open Statement of Work