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The new age business problem solving calls for a multi-disciplinary approach that by and large cuts across business domains. There is a need to build a stable talent pool, especially of the much-needed business-techno consultants to help businesses self-navigate/consult their clients in overcoming the external and internal shocks like the pandemic induced supply chain shocks, attrition, digitization, climate changes and so on. Learning is at the centre in navigating these risks and we try to offer a critical assessment on the future of the skill/learning competencies for consultants to succeed in the Business-techno consulting Industry. This perspective seeks to deliberate on the definition and value delivery from the role of a business-techno consultant along with the critical skills and learning expectations to succeed in the current rapidly digitizing environment [ABSTRACT FROM AUTHOR]

Following the interest in blockchain technology (BCT) business solutions and the nascent stage of technology in supply chain (SC) practices, this research compares views from business practitioners who are experienced in real cases of BCT adoption with the views of technology consultants proficient in the complexities of BCT to analyze the benefits and challenges BCT holds for SCs. Based on the comparison of the two sides, the joint views that both adopters and technology consultants share is the ability that BCT holds to speed up processes across SCs through decentralized data access, thus decreasing human errors and reducing paperwork. However, technology consultants perceive the need to increase BCT awareness levels of businesses, to prevent BCT implementation just for reasons such as ‘recordkeeping’ and to reduce misconceptions in areas such as cryptocurrency applications. The findings also revealed that technology consultants insist on the careful evaluation and definition of records to be kept on BCT platforms prior to the adoption process, in order to avoid unnecessary data input. Currently, according to early industry adopters’ cases, most business attempts of BCT adoption use private networks, so technology consultants promote business entities on developing plans towards open-access public networks.

Following the interest in blockchain technology (BCT) business solutions and the nascent stage of technology in supply chain (SC) practices, this research compares views from business practitioners who are experienced in real cases of BCT adoption with the views of technology consultants proficient in the complexities of BCT to analyze the benefits and challenges BCT holds for SCs. Based on the comparison of the two sides, the joint views that both adopters and technology consultants share is the ability that BCT holds to speed up processes across SCs through decentralized data access, thus decreasing human errors and reducing paperwork. However, technology consultants perceive the need to increase BCT awareness levels of businesses, to prevent BCT implementation just for reasons such as 'recordkeeping' and to reduce misconceptions in areas such as cryptocurrency applications. The findings also revealed that technology consultants insist on the careful evaluation and definition of records to be kept on BCT platforms prior to the adoption process, in order to avoid unnecessary data input. Currently, according to early industry adopters' cases, most business attempts of BCT adoption use private networks, so technology consultants promote business entities on developing plans towards open-access public networks. [ABSTRACT FROM AUTHOR]

Purpose: To test the effectiveness of professional dietary coaching via group chat using a smartphone application (app) for weight loss.Methods: This study was a 12-week, assessor-blind, parallel-group, waitlist-controlled randomized trial that included a 4-week follow-up period (trial registration, UMIN000025340). Data were collected between October 2016 and May 2017 and were analyzed between July 2017 and January 2018. Participants were 112 overweight, obese, or abdominally obese Japanese adults, aged 20 to 64 years, with at least one cardiometabolic risk factor. Participants were randomized to the coaching group (n=75) or control group (n=37), with a ratio of 2:1. The coaching group received a commercial weight loss program characterizing dietary coaching by a certified nutrition professional via group chat delivered on a smartphone app. Participants posted photos of every meal into the group chat, and the certified professional gave immediate direct feedback and encouragement. The primary outcome was an 8-week weight change. Secondary outcomes included 8-week changes in cardiometabolic risk factors. The frequency of meal photo uploads was recorded as a measure of adherence.Results: Of the 112 randomized participants, 93 (83.0%) and 81 (72.3%) completed 8-week and 12-week visits, respectively. Intention-to-treat analysis demonstrated significantly larger 8-week weight loss in the coaching group (−1.4 kg; 95% confidence interval [CI]: −2.0, −0.8 kg) than that in the control group (−0.1 kg; 95% CI: −0.6, 0.4 kg). Significantly larger improvements in triglyceride and glycated hemoglobin A1c levels were also obtained in the coaching group. These benefits, except for the triglyceride level, were maintained until week 12. The frequent upload of meal photos was associated with a larger 8-week weight loss in a dose–response fashion (P-value for trend <0.001).Conclusion: This smartphone-delivered commercial weight loss program characterized as dietary coaching via group chat resulted in modest but significant weight loss. Facilitating participants' active involvement in the program is necessary to achieve greater health benefits. [ABSTRACT FROM AUTHOR]

One of the key stakeholders in CRM implementations is the IT consultant, whose job is not only restricted to selecting the right package, but also ensure that the organisation implementing CRM is able to benefit from the same. For the IT consultant, CRM implementation is a technology project which enables resources for implementation. However 'success' per se has different meanings for various stakeholders and this article tries to analyse the definition of project success from a CRM project management perspective of an IT consultant. The article tries to look at the various factors that define success for CRM projects. [ABSTRACT FROM AUTHOR]

Building a trust-based relationship with faculty is one of the most important attributes of effective Instructional Technology Consultants (ITC) in order to integrate emerging technologies into higher education. Utilizing a multiple case study research design, four experienced ITCs at a large urban research university located in the Midwest showed that interpersonal skills are crucial when consulting with faculty on course design, technology integration, and teaching. By applying eight interpersonal consulting skills (active listening, paraphrasing, summarizing, open questioning, closed questioning, explaining concepts, explaining procedures, and informal conversation), ITCs developed trust-based relationships with faculty and generated an atmosphere conducive to change. While research on interpersonal skills is limited in the field of Instructional Design (ID), other fields, such as counseling or medicine, offer promising methods and results for teaching these skills. This article concludes with a presentation of methods for teaching interpersonal skills in counseling and medical preparation programs that could be adopted in the Instructional Design curricula. [ABSTRACT FROM AUTHOR]

Purpose – This paper aims to develop a conceptual decision-making model aimed at supporting managers' selection of alternative strategic reactions to technological change. Design/methodology/approach – The paper begins with a literature review of strategic reactions incumbent firms have made to technological change. This is followed by an analysis and indication of the data needed/available in the strategic reaction decision-making process. Findings – The ability for an organization to understand its strategic position with regard to six items: possibility of old product revitalization; extent of disruption of innovation; old market competitive position; difficulty in entering in the new market; dynamic capabilities; old core capabilities; is critical when deciding a course of action in technologically competitive markets. Therefore, the hiring of external consultants (e.g. technology experts) is advisable beyond the normal knowledge managing practices used by the organization. Originality/value – The paper extends literature on technology competition proposing a model (and a multiple-item scale) for decision-makers of incumbent firms in order to strategize when technological competition occurs. [ABSTRACT FROM AUTHOR]

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Abstract: The traditional lifelong organizational career model no longer remains relevant for many workers, particularly those active in the knowledge economy. Instead these workers are claimed to pursue boundaryless and protean careers. This paper explores management and IT consultants’ experiences and perceptions of career mobility in the UK and the USA. The findings from this multi-level study reveal that the permeation of organizational boundaries among these workers is characterized by a somewhat segmented spectrum of boundary-crossing behavior. The exploration of this form of career mobility demonstrates that inter-organizational mobility should not be dislocated from other types of career mobility when analyzing career behavior among these workers. In addition, the findings also highlight the role that inter-organizational relations and/or national institutional context play in shaping career patterns in these contemporary forms of work. [Copyright &y& Elsevier]

In this paper we show that interviews between IT consultants and clients are considered best practice in terms of methods for eliciting IS requirements as part of IS development projects. The process of conducting successful conversations with clients as part of requirements elicitation interviews is not well understood. The paper reports a literature survey which established current understanding. To date this understanding has been achieved through research which: considered conversations as black boxes; proposed and implemented treatments to be applied by consultants; and then measured the quality and quantity of the requirements elicited. The treatments have not been successful as poor requirements elicitation continues to be a major problem in IS development. Our analysis of current understanding indicated that consultants' experiences of the nature of conversations with clients and approach to conducting conversations have not been studied. It would seem imperative to look inside the black box of consultants' experiences of conducting conversations with clients if improvements to the outcomes of requirements elicitation are to be made. A study is proposed which aims to examine variation in how consultants experience requirements elicitation conversations. Through analyzing the variation in the light of current best practice it is aimed to identify the critical aspects of successfully conceived and conducted conversations. These critical aspects can then be used in IS education and practitioner training programs. [ABSTRACT FROM AUTHOR]

Recently, business–university collaborations have become the subject of much interest. It is important to distinguish between ‘blue-sky’ research and more directly commercially applicable research. This paper provides a framework in which to think about the latter. A simple screening model is proposed to study the ways in which a university might sell its research to the private sector. It demonstrates that ‘technology shops’, where firms pay a fixed fee to join and a relatively low marginal cost for each piece of research, would increase the amount of research commercially developed and would be beneficial to all parties. [ABSTRACT FROM AUTHOR]

Provides guidelines for college presidents regarding the recruitment of an information technology consultant. Benefits to hiring a consultant; Significance of connecting strategic goals and the role that information technology can play in achieving the goals; Use of personal contacts in finding a good consultant; Factors to consider to maximize the positive benefits of hiring a consultant.

This chapter argues that traditional conceptualizations of organizational and management control should be complemented by an elaborated theory of cultural control. Current efforts addressing the topic of control have operated with a single, overall concept (such as ideology, clan, or culture) that either covers too broad a territory or focuses only on restricted elements of cultural control forms, thus leading to a risk of neglecting important aspects. A fourfold theory of cultural-ideological modes of control is suggested, based on the concepts of (a) collective, (b) performance-related, (c) ideological, and (d) perceptual control. The chapter argues that these control forms are predominant in complex, decentralized situations, but are likely to have some influence in most organizations. A case study of a computer consultancy company illustrates and refines the theoretical argument. The study also contributes to an understanding of the management and organization of adhocracies and loosely coupled companies. [ABSTRACT FROM AUTHOR]

The article discusses the author's experience of being a consultant in the computer industry. The author finds consulting as the most satisfying experience. He took contracts of consulting for programming acceptance tests in a new source language for a compiler. Then he got his second contract with RAND computer department and got busy without any benefits and vacation. Soon he started feeling insecure about the termination of his consultancy contracts with his clients, so he started looking for other opportunities. He started writing articles for magazines and giving lectures as guest speakers.

Discusses the advent of Web designers and consultants being on making Web page fast and efficient in the United States. Limitation of the size of each Web page to 30K; Use of graphics; Cascading style sheets; Hypertext markup language.

Is a change as good as a rest? For Accenture it was much better than that. As Andersen Consulting, the company was already hugely successful. But an effective program of rebranding, repositioning and financial restructuring has helped expand operations and cement its position as the world's premier supplier of management and technology consulting services and solutions. [ABSTRACT FROM AUTHOR]