Skills Integration: An Unworkable Model?

Fiona Czerniawska

Chapter 6 in Value-Based Consulting, 2002, pp 67-77 from Palgrave Macmillan

Abstract: Abstract Integrated working was one of the ‘discoveries’ of the consulting industry in the late 1990s. After decades in which consulting firms — large and small — had divided themselves into functional or industry-related business units, there was a recognition that more value was to be created by enabling people with different skill sets to work more closely together. This value took many forms. Integrated working meant faster working, as tasks which previously had to be done in sequence — the strategy, then the technology — could be done in tandem. It also meant more innovation, as people combined their different perspectives to create new solutions.

Keywords: Account Manager; Consult Firm; Integrate Working; Chief Operating Officer; Skill Integration (search for similar items in EconPapers)
Date: 2002
References: Add references at CitEc
Citations:

There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-50198-0_6

Ordering information: This item can be ordered from
http://www.palgrave.com/9780230501980

DOI: 10.1057/9780230501980_6

Access Statistics for this chapter

More chapters in Palgrave Macmillan Books from Palgrave Macmillan
Bibliographic data for series maintained by Sonal Shukla () and Springer Nature Abstracting and Indexing ().