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selection of recently published articles These articles are available only in PDF format, which requires the
Adobe Acrobat Reader. To obtain a free copy of this software,
Harvey Bergholz The formula for great sales execution contains many variables. Successful companies consider all of them in developing improvement plans. Considering the interdependency among these variables, and the ways in which one can indirectly influence others, one might see the total as a “Sales EcoSystem.”
Harvey Bergholz More than a thousand CEO transitions occur every year in the U.S. alone. With the average tenure under six years, CEO – and other senior management transitions – should be high on the list of competencies for those in the change management business. Unfortunately, those transitions are often poorly managed. There are, however, a few fundamental techniques and tools that can help. This article describes them. CAPITAL Magazine November 2006
Harvey Bergholz Some nerve . . . clients who expect more from consultants than that we fix their companies. They pay a fee, and expenses. That entitles them to a set of outcomes. These outcomes are usually tangible and often measurable. That should be enough, yes? . . . but . . . no . . . they want more. The Journal of Management Consulting November 1999
Fred Nickols My aim in this brief paper is to clarify some terms commonly used in discussions about knowledge management. These include the following: - Explicit knowledge - Tacit knowledge - Declarative knowledge - Procedural knowledge Along the way we will touch on the meaning of the root term, knowledge, as well as a couple of related terms, specifically, implicit knowledge and strategic knowledge. Knowledge Management Yearbook March 2003
Harvey Bergholz No, the title is not an oxymoron: consulting to large Not-For-Profit’s (NFP’s) can be profitable, both psychically and financially. However, the crossover, from For-Profit’s (FP’s) to NFP’s and back again, requires a resilience few consultants possess. This might account for the specialization that is common. Some consultants fish only one stream and that is probably more sensible. I prefer to vary the adventure. Trout one day, bass the next, and shark the day after. I have observed several critical differences between the NFP’s and the FP’s that can make or break a consulting engagement. This article identifies these differences and approaches to managing them; but we begin with a few similarities. The Journal of Management Consulting May 1999
Fred Nickols The purpose of this paper is to provide a broad overview of the concept of “change management.” It was written primarily for people who are coming to grips with change management problems for the first time and for more experienced people who wish to reflect upon their experience in a structured way.
Harvey Bergholz Long term, most independent consultants will subsist at best and starve at worst. The tragedy lies in the ease with which both can be replaced by success. It is a matter of orientation and most independents have the wrong one. They do not see themselves as business people. They might see themselves as consultants, as Human Resource Development professionals, as system integrators, as management theoreticians, as performance technologists; as most anything but business people running a small business, out to earn a profit (no, Martha, it is not a dirty word). Management Consulting Online July 1998
Fred Nickols Several years back, a meeting of the Operations Executive Council in my company was focused on the five-year corporate planning effort then getting underway. At this meeting I distributed a simple framework for classifying, organizing, and analyzing goals and objectives (see the Goals Grid in Figure 1 below). My colleagues saw this framework as very useful and so I was led to present it to a wider audience in a 1992 article. The Goals Grid continues to be used and highly regarded by those who use it. It is an integral part of the problem solving approach I call "Solution Engineering."
Harvey Bergholz For the Independent Consultant, or small group, the magic growth elixir is the referral. You grow through solicitation, I’ll grow through referrals, and I’ll be on the golf course a’fore ya’. The referral is the most valuable of all business generators for four distinct reasons: Management Consulting Online July 1997
Fred Nickols In conversation after conversation with people who are attempting to identify their company’s business processes, usually for the subsequent purpose of improving the performance of these processes, all agree that it is an extraordinarily difficult undertaking. What’s going on here? Why are efforts to identify and map an organization’s processes so fraught with difficulty and what can be done about it? Knowledge and Process Management 1998
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