A company operates and thrives in the business environment it operates in. In simpler terms, the birth, growth and demise of a company is the result of action and reaction between the company and the various elements of this business environment. But, the changes in business environment can hit very hard on companies, so hard that they can result in the death of even the industry leaders.

In the year 1917, Bertie Charles Forbes compiled a list of 100 biggest companies in America. This list came to be known as “Forbes 100”. By the year 1987, 61 of these companies had ceased to exist and out of the rest 39, only 18 managed to stay in the top 100. The demise of more than 60% of the biggest companies in a matter of 70 years shows the vulnerability of companies to the business challenges.

Most companies start as entrepreneurial ventures and later tend to consolidate around their success. This shift in focus from innovation to management and control puts innovation and new ideas on the back seat. The strengthening of management and control processes leads to what has been described as the “Innovators Dilemma”- Companies which have been very successful in developing one business fail miserably in a new (sunrise) related business. This gives a chance for new players to establish business and compete successfully.

When it comes to facing new challenges emerging in the business environment, most companies develop the attitude of “We’ll cross the bridge, when it comes”. This generally doesn’t work in the corporate world. By the time companies arm themselves with the ammunition to fight new challenges; someone else has already made use of the opportunity. And even before you know, the competition eats away into your market share and profits.

Intrapreneurship as a Competitive Advantage:

The world of business gives rise to new challenges and opportunities everyday. The organization that does not devise ways and means to manage the challenges and avail the opportunities will not be able to effectively compete in the industry. Continuous innovation helps a company to not only mitigate the challenges but also make the best use of the new opportunities.

Innovation is not a one-off phenomenon; it’s a continuously evolving process. An intrapreneurial environment is the one where innovation prospers and an intrapreneurial organization is the one which creates an environment for employees to come up with new ideas, helps them in nurturing these ideas and rewards them suitably for successes.

Big problems start with small hiccups and big successes evolve from small opportunities. In an intrapreneurial organization the employees (or at least some of them at every level) are able to identify these hiccups and mitigate them before they become threatening problems. Similarly they identify the opportunities early on and weave successful ventures around these opportunities. Even if these are small changes, they help in the continuous improvement of the process or the product the employee is managing. This continuous discovery of new and improved ways and means of doing business goes a long way in keeping the company up to date and ahead of the competition.

Most people misunderstand entrepreneurs as businessmen or business owners who started their own business venture. Entrepreneurship or in this case Intrapreneurship has more to do with the thought process, it is a way of life for the entrepreneurial person. He not only executes a task but also wonders how best it can be executed? Or: Is there a better way of doing thing or using resources?

Many successful business initiatives have been started by entrepreneur-employees (or Intrapreneur) inside an established business. These initiatives gave the parent organizations much needed push to stay ahead of the competition.

Fostering Intrapreneurship in the organization:

The practitioners of management will agree that there is always a gap between the goals set up in a plan and the results achieved through that plan. This is because there is always a gap between what the organization leaders want to achieve and what their exiting set up can deliver. Many a times even if the organization has the capability to deliver, the external factors can change dramatically. For the plans to succeed and deliver the desired results, the organizations need to keep reviewing this gap and fill it as and when the deviations are detected. “Filling the gap” gives the intrapreneurial employee a chance to make use of his entrepreneurial instincts.

The Intrapreneur differs from an entrepreneur in a way that he works in the confines of the organization. Thus, the Intrapreneur and the organization cannot be separated. There are both advantages and disadvantages of working under the shadow of the existing organization. The Intrapreneur has the advantage of easy access to facilities and sponsors but has to work in coordination with the existing framework. He has to convince people around him, take approvals and request for deviations. He also has the advantage of getting mentoring from his seniors but, also can face the disadvantage of “micro-managing” by the superiors which can become a hindrance in the execution of his plans.

The intrapreneurial initiatives can be at the following four broad levels: Specific Project, Business Unit, Organization and The Industry. The intrapreneurial and innovative activities can be at the project level where the team members work with each other in the current engagement and bring out the best that can be done in the given constraints. They can come up with new and better ways of executing even the day to day activities. In the case the initiatives are spread across the Business Unit, it can affect multiple projects and bring in positive change in all the projects involved. When the initiative involves multiple Business Units, the whole organization is brought under the Intrapreneurial umbrella. There can be new ventures which might even change the positioning of the organization in the industry or even have the capability of changing the dynamics of the industry.

I have compiled a few important factors which need to be taken care of while fostering Intrapreneurship in the organization.

• Insight and foresight: The leadership needs to have an insight into the existing capabilities and incapabilities of the organization and also have the foresight of where it aspires to be in future. For making Intrapreneurship an advantage over the competition, the organization must identify the needs of “tomorrow’s customers” or “tomorrow’s needs of current customers”. This gives a head start for meeting these needs in time and not feeling lost how to “cross the bridge” when it actually comes. The gap between the current abilities and the future offerings gives an opportunity window for nurturing entrepreneurial ventures within the organization, or the Intrapreneurial ventures.
• Commitment: The most important factor for fostering Intrapreneurship in an organization is the commitment from the sponsors, intrapreneur and his team. The new initiative requires commitments for the required inputs. Access to capital, necessary approvals, deviation from the current rules and collaboration with other teams in the organization need firm support from the sponsors. Usually when such an initiative is started, the team members have to work for extra hours and beyond the specified job requirements.

The Intrapreneur brings a change in the status quo of business. The initiatives taken up at the BU or the organization level bring in a culture change for the employees. Most organizations resist change; the sponsors need to have the commitment and courage to bring about a change in the culture of the organization.

• Reward new thoughts: The best way to encourage the intrapreneurial employee is to reward him for success, however small that success may be. One major misconception is that employees look for money as reward but money is not the only reward that these employees are looking forward to; they aspire for recognition, promotion and increased autonomy.

Not all initiatives succeed. The sponsors should be tolerant to failure. They should reward the successful initiatives but should never penalize the failures. Punishment and suppress creativity and innovation.

• Keep Learning: Faster learning is s good substitute to better planning. As mentioned earlier in this article, sometimes, even if the organization has the capability to deliver, the external factors might change. These factors can be very dynamic and change from day to day. So, it is better to drive the initiative by vision and not be hard-fixed to the original plan. Always be open to criticism and seek feedback. Keep learning from day to day incidents and tweak the plans accordingly. The efficient management of the tactical activities ensures the success of the initiative.

• Learn and Restart: Not all the initiatives started by an organization will succeed. Even the biggest organizations and the best leaders have had their worst falls. The intrapreneurial organization should make the best of even the worst failures. Do not consider a failure as a setback. As the management guru Ram Charan, in his book ‘Execution-The discipline of getting things done’ says “Failure drains the energy out of the organization, and repeated failure destroys it”. The commitment and mentoring (and not bullying) can reduce the rate of failure.

The learning from a failed initiative should be analyzed, retained and remembered. Having done that, start again. 

Intrapreneurship in the current economic context

Ideas, Innovation and New Ventures are among the hot discussion topics in the post-recession business world. Many proponents of entrepreneurship have the view that recession is the best time to plan and post recession the best time to launch new ventures. These are the times when employees and students across B-Schools are bubbling with ideas. Rather than focusing on cost cutting and scaling down operations, the companies need to identify these “entrepreneurial employees”, let them search for opportunities for innovation and give them a proper environment to flourish. And who knows one of these ideas may propel your organization to the “next level”.

Analyze Phase:

Analyze and Recommend phase are very subjective and differ from one engagement to another and one client to another. As a generic rule, I analyze the data and facts collected and divide it into three broad categories:

a) Strategic,
b) Operational and
c) Tactical.

The Strategic information gives the overall direction and the roadmap. The operational information gives the overview of the process and the rules that direct the operations and the tactical information gives the details of how each and every step (rules and exceptions) is performed in the processes.

The information/data gathered in the Discover Phase can also be majorly divided into “semantic” data and “non-semantic” data. The semantic data consists of documentation, articles, process charts, job schedules etc. This type of data has to read and interpreted. The interpretations from semantic data will majorly be subjective in nature.

The non-semantic data is generally transaction data. This type of data gives objective type of results. For example: If the client shares the data related to support tickets raised for different processes/ systems, the consultant can play with the data and infer on the volume of tickets for different processes/ systems, severity of these tickets and most important, can apply the 80-20 and/or other rules to arrive at the recommendations.

Recommend Phase:

As stated earlier in the analyze section, the Recommend and Analyze phases overlap and for most of the engagements, by the end of the analyze phase, the consultant should start forming the rudiments of recommendations.

The recommendations should be governed by the following three factors:

a) Goals and Objectives
b) Key drivers to achieve these objectives and
c) Expected results/ benefits

The Goals and Objectives of the exercise are the final state that the client wants to be in. The Key Drivers are the propellants as well as the stepping stones to achieve the stated Goals and Objectives. The consultant should be aware of and explicitly state the results and the benefits which client will avail due to the recommendations.

The recommendations can be based on either extrapolation of existing resources to achieve the future state or bridging the gap between the current state and the future state. More often than not, it is a mix of both Extrapolation and Bridging the Gap.

Extrapolation:
The recommendations in extrapolations mainly consider the available resources and how the client can make use of these resources to achieve the desired results. A few examples of this type of exercise are: Restructuring the present team structure, Optimization of the current processes, redistributions and reallocation of current costs and revenues etc.

Bridging the Gap:
The “Bridging the Gap” scenario requires an analysis of the gap between the current state and the future state. The recommendations should have the steps, resources and the plan to bridge this gap. This might include the use of existing resources or acquisition of new resources.

More often than not, the recommendations are a mix of the above two scenarios. The consultant must keep in mind the Feasibility of the recommendations with respect to scope and budget and the Compatibility of the recommendations with respect to the organizational goals and objectives.

Presentation:

An important (if not the most important) part of a consulting exercise is the presentation of findings and the recommendations. Besides other sections, the recommendations report must consist of the following:

Key Findings:
Present the Key Findings which need the attention of the client. These findings should be the ones tackling which will play an important part in achieving the desired results. It is best to identify a few areas of concern and give the rating of their health status. If possible, back these key findings with data, it gives more credibility to the claims.

Current State and Future State:
Explicitly state the current and the future state of the concern areas. Also state the “delta” in the two states. This will help the client understand the need for the resources required to fill the gap.

Recommendations:
The most important part of the report is the recommendations section. Club the recommendations into logical groups and maintain the flow so that it is easy for the audience to understand.
Segregate the recommendations for Strategic, Operational and Tactical levels of management. If, possible, identify the audience/ resources for each section of the recommendations. This will help in ease of implementation of the recommendations.

Execution Guidelines:
The recommendations section give the “What to do?” part where as the Execution guidelines should give the “How to do?” part of the recommendations. The execution section should give the steps required to implement the recommendations as well as their tentative timelines or durations.

Conclusion:
In the conclusion section give a brief snapshot of the current pain points, the reasons for those pain points and the resolution of these pain areas with the recommendations provided. Also, specify the results or benefits achieved at the end of the implementation of the recommendations. The results should align with the goals and objectives set at the beginning of the exercise.

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I am writing this article for the Enterprise Consulting Blog after a long time. This is because I have been quiet busy on my new job (Five months ago I took a job with HCL Technologies). It’s been five months now into this job and I have my hands full with a few consulting assignments, setting up a new Practice and managing a few ongoing projects. At a recent interaction with students at Great Lakes Institute of Management, I was asked to share some of my consulting experiences. Due to shortage of time, I could not go into the details at that time and promised to share the same sometime later. Here I am with the methodology I follow on these engagements. Among the consulting engagements that I have recently done, two were for Fortune 100 Companies. In this article, I would share my overall strategy of conducting a business consulting engagement. (Please note, due to job/professional ethics constraints, I cannot share the names of the clients and the exact details of the engagement. Also, these are purely my own views and my current organization or previous organizations I have worked for are not responsible for these views.)

When a consultant starts his/her career, he/she is advised to follow a set of rules/ frameworks or the footsteps of established consultants. After a few engagements, each consultant tends to develop his/her unique way of handling engagements. Having started in 2005, I too gradually developed my own style of handling consulting engagements. Every engagement is different in its own right and brings in new challenges. The following sections give a broad overview of the overall strategy I use in handling these assignments. The finer details may differ from one engagement to another.

I always divide the whole exercise into broadly 4 phases: Pre-Engagement, Discover, Analyze and Recommend. The last three phases do not have distinct boundaries as such. The Analyze Phase can overlap with the last part of the Discover Phase and the Recommend Phase overlaps with the last part of the Analyze Phase.

{I have divided this article into two parts: Part 1 covers the Pre-Engagement and the Discover Phase and Part 2 covers the Analyze and Recommend Phase.}

Pre-Engagement Phase:

This phase is generally used to prepare the ground before starting the actual engagement. Always start with the publically available material on the client as well as the industry. Go through the website of the client, public announcements, press releases, Industry news, user groups etc. Once you know enough about the client, his business and industry he operates in; start with the material available on the engagement you are starting. Before signing the SoW (Statement of Work), the client would have shared some information on the engagement. Diligently go through that information. This gives you fair idea on the kind of information and documents that you may need from the client.

Before starting the engagement, I always request the client if he can share the available documents related to the engagement. This helps me in identifying the areas I need to explore and the set of people I would want to interview.

After this phase, you are ready to kick start the actual engagement on the ground.

Discover Phase:

The actual engagement starts with the Discover Phase. This is the phase where you identify the areas to investigate and the POCs (Points of Contact) who have to be interviewed in the first wave (I have discussed about the interview waves in a later section). The recommendations submitted at the end of a consulting exercise have to be backed with facts and data. This data or facts have to be collected in the Discover Phase.  Also, the Discover Phase forms a basis for Analyze Phase which in turn is the basis for Recommendations.

Before starting the actual process of Discovery, have the objectives of the exercise very clear in your mind. This will not only help in keeping you and the team on the track, but also help in moderating the discussions and interviews.

I divide the interaction for gathering information into the following:

Interviews: I generally divide the interviews into two phases, Wave 1 and Wave 2. The Wave 1 interviews are with the key stakeholders of the engagement. It is always best to start with the Sponsor or the Champion selected for the engagement. This is to understand his/her expectations and align it to the objective of the engagement. The other key stakeholders should be spread evenly across the key areas that the engagement intends to cover. From the Wave 1 interactions, try to come up with a list of SMEs that can give more granular information.

In the Wave 2, get to specifics of the information you want. By this time you would have indentified the SMEs you want to interact with. These SMEs will be able to share much more information than the stakeholders and they have been closer to the ground.

What, How and Why?

The interview process should be an interrogation disguised as interview. This is because the first answer the client/SME gives not the exact answer that we want. It will never lead us to the root cause. A lot goes into getting to the depth of issues being faced by the client. Always prepare an interview guide. Structure the questions well making sure that all areas are covered well and there are no repetitions.

Start with What…. Always start with asking the interviewee with what he/she does? What process he/she follows? What are the SLAs etc. This will gives a complete understanding on the As-Is situation. Please note that the answer to WHAT? might not give an understanding on the problem being faced by the client and nor will it help in identifying a solution for the problem. This will only help in giving an overview on the current situation.

…go through How.… After we are clear on the business area/ process the interviewee is in, try to gain further information on how exactly does he/she carries out his/her business? This gives me a ground to think on whether this is the best way to do it? Can it be improved further? How will I do it if given the responsibilities? Some of these questions might get answered by the next question: WHY? And the rest should (must) be a part of your recommendations.

…and end with Why…. This is the most important part of the interview and might make many an interviewee uncomfortable. By the time you come to this question, you already know what the interviewee does and how he/she does it. As mentioned above, I also have a few questions in my mind on the current state of his functioning. Asking him why he does so what he does, gives me a new dimension to think on. A single “WHY” might not lead to the exact reason. I ask a string on “WHYs” to lead to the core issue or the problem area. Believe me; it is very tough to ask so many whys without making the interviewee uncomfortable.

Questionnaires/ Templates: A consultant mush have (and develop over a period of time) a set of questionnaires and templates to gather information in a structured way. This does not mean that in every interview use the same template or questionnaire. Modify the template according to the client’s industry or even the area of work or the designation/role of the interviewee in the same organization. Structured information produces the best results in the analysis phase.

Caution: Do not try to force your framework/ templates on to the client. Adjust according to the needs of the client.

Documents/ Data dumps: Ask every interviewee if he/she can share the documents related to the discussion. Also ask for data on the transactions (preferably for a few years). The documents as well as the interview alone will not give the complete picture, but complement each other so as to cover the area in entirety.

I collect as much data and documents as possible. Then keep discarding whatever I do not need. Never say No to inflow of information. You may find the answers in an unsuspecting corner. 

Follow-Up Clarifications: Once you have collected all the required information, gone through the responses to the questionnaires and templates and started connecting the dots, you will always find some gaps. It may require a few follow up sessions with the same (or new) set of interviewees or e-mail exchanges to fill these gaps and seek clarifications. The follow up session can also be useful to cross check that all the information I have is complete and correct.

Never hesitate for seeking a clarification. Whenever in doubt, it is better to clarify than to carry wrong information into the analysis phase.

{To be continued in Part 2}

A few weeks back, there was this ugly case of Nestle involved in a verbal duel with- not its competitors – but, its own fans. Nestle has a fan page on Facebook to connect to its customers. There are thousands of fans of this page. All was going well till a few weeks back when Nestle requested its fans not to use a distorted picture of its logo as their profile picture. It was a request which sent the message that the company logo is their intellectual property. One of the fans replied back that it’s his wish to keep whatever profile picture he likes. All was well till this moment. The next comment by Nestle created the fuss. Nestle retorted back by saying that it’s their page and they set the rules. And mayhem followed. Now this is GROSSLY WRONG!

Why?

Nestle was wrong in saying that it’s “their” page and they set the rules.

It was the fan’s page and was created by Nestle to connect to its valued customers. The page existed because there were customers who thought they were fans of Nestle. Leave alone the Facebook page, an organization exists because of its customers. In today’s world, it’s the customers who set the rules, not the organization. An organization is a co-creator of products or services that the customer needs/ consumes. The customer is not just the end consumer of the products of the organization, he is a stakeholder in the organization. With the emergence of Social Media, the organizations should realize that even a Twitter account or a Facebook page for an organization exists because there are consumers to consume it.

The emergence of social media in has provided a new tool in the PR kit of the organizations. The organization can use it as an effective tool in its CRM strategy. This suggestion comes with a caution. The response to any initiative through Social Media is instant. One wrong move and there is not much time to set things right. This does not mean that things can’t be set right. They can be, but, takes a lot of effort.

My advice to organizations is to make use of Social Media to connect to existing and prospective customers (read stakeholders). But, make sure you do it right.

We have heard a lot of (success) stories of organizations implementing salesforce.com and how it helped their businesses. Here is another story of implementation of SFDC.

World’s largest network for professionals, LinkedIn, wanted to implement an Enterprise Solution (CRM) to help its corporate and advertising teams to streamline and grow their business. LinkedIn is used by professionals to display their online resume (work experience, past organizations, testimonials, achievements and aspirations). Many organizations use LinkedIn data base of resumes to manage their recruiting and talent requirements. The LTA (LinkedIn Talent Advantage) which maintains a database of 900+ customers and helps them scout for talent did not have a system to manage the customer details, leads, accounts and related stuff.

LinkedIn is an “internet based” business and itself is a private Cloud. Also, all it wanted was a robust ES sans a large IT team and maintenance hassles. Salesforce.com fulfilled all their expectations and had a brand name and lots of “success” stories to back its case and hence became the obvious choice.

The implementation of salesforce.com has helped the 70+ size corporate team and the advertising team to manage task scheduling, managing leads, tracking interactions and closely track the deals. Also, the marketing team can create, manage and measure the effectiveness of the campaigns.

As a result of the implementation, the sales reps became more efficient and have been able to handle about 200% more customers than the base levels. This has been a major factor in inflating the topline. Salesforce CRM helped in creating a centralized customer database which helps in providing a comprehensive view of the customers, their requirements and pipeline across the organization. The data available is consistent and updated which helps in realtime/ontime planning and decision making. The LinkedIn teams can real-time analyse and manage the ROI on the efforts spent on leads and is able to optimize its deployment of resources.

Mobile phones have been used for long by the companies to promote their products and services. The most used methodology till now has been sending text messages to the customers. There have been attempts to use recorded voice messages, but with very limited success. The marketers have been using the mobile channels based on the customer profile or on the history of previous purchases by the customer.

The latest advance in mobile/text ads is to send location based ads to mobile users. Placecast, the pioneer in this technology uses the phone’s GPS signal and the location data provided by carriers. The company plans to send the messages to users tailored for their interests and preferences.  It uses a practice called geo-fencing, which draws a virtual perimeter around a particular location. When someone steps into the geo-fenced area, a text message is sent (only if consumers have opted for the service). The application works in a similar fashion to text broadcasting where one can make use of various parameters to filter out the audience lists. Using this application, the marketers have another parameter – location, to single out the customers. When a customer passes through a new town, he can get the information on nearby stores, pubs, restaurants etc.

The application has a promising use in the recreation business. The tourists can subscribe the service whenever they visit a destination. Wherever they pass through, they will get the messages on the nearby places of interest. The service can also be great help to bargain hunters. They can get to know about the discount sales and bargain offers and that to in the same area where they are at present.

The years 2008 and 2009 were very turbulent for businesses in almost every industry. Many companies fell prey to the brutal shake up that happened in last two years. Others survived.

As the saying goes, circumstances which are not able to kill you only make you stronger. The businesses which have survived the tough times are taking a very cautious approach to future endeavours. As I wrote in an earlier post, organizations want bang for their buck. Every penny spent is expected to earn dollars for the business.

The year 2010 brings with it hope that the recovery is on its way and the business world will ride the high waves again. The spending is increasing. For my vested interests, I am more interested in tracking the pattern of spending in the Enterprise Solutions space.

Small businesses have realized the importance of implementing EA for their businesses. But the biggest problem for them is spending on these solutions. According to a CVS survey (also pointed out in one of my earlier posts), it takes on an average $0.19 million for implementing an Enterprise Solution for an S/MB. The same solution can be implemented through SaaS delivery model at as low as $1000 a year. This comes with the added advantage that the enterprise does not need to maintain an in house IT team to manage and maintain the system.

Using SaaS as the first step:

Many big organizations also want to implement ES, but are sceptical about the results. The failure stories of ES are still abounding. I propose the SaaS as a first step of ES implementation for bigger companies as well.

These companies can go for a single tenant SaaS solution where the application and the hardware are used by a single tenant only. Although it is slightly costly than a multi-tenant solution, but is still much cheaper than the on-premise solutions.

Once the organization realizes the benefits of the system, it has the option to “own” the system or continue in the SaaS mode. As the organization is the only tenant on the system, the ownership and the location of the system resources can be easily shifted to the enterprise premise.

Thus, vendors and SIs (System Integrators) can gain access to a large market of SMEs and even large organizations through this model. The model addresses the requirements of both the SMEs and the large organizations but also keeps in mind their budget constraints.

Last night I got a mail from one of the followers of this blog asking me to give the reasons of salesforce.com’s success. I chose to put it in a very simple way: Salesforce.com is delivering what the customers want!

When salesforce.com won four of the ten awards at 2009 CRM Market Awards by the CRM Magazine, many were surprised. But not me! I had expected it to happen and it did happen.

Now the question is why and how did it happen? And the bigger question is what is it that the customers want?

Most of the success that SFDC has achieved has been in the SMB segment. The small businesses have two main concerns when it comes to IT systems implementation:

One: Affordability.

Two: Robustness.

Small businesses look for affordable solutions as they are not in a position to spare and spend multimillion dollar budgets for IT implementations. Also they look for a robust solution as they cannot spend on maintaining an in-house IT team.

It’s a fact that all the businesses need to optimize the use of their resources and have a seamless flow of information across the organization units and also with the partners and customers. All the EA products available before the arrival of SFD were either very costly to implement or maintain, or were suitable for only large enterprises. Small businesses had requirements but there was no product in the market to meet them. SFDC stepped in at the right moment to plug in the gaps that the giants like SAP and Oracle left.

According to the CVS survey for SMBs, on an average of $0.19 million is required for implementing an ERP system for a medium size business. The same capabilities can be delivered through SaaS at a cost of as low as $1000 per year. This makes a very strong case for SFDC. Also, post implementation, the maintenance and upkeep of the system is to be done by the provider. This eliminates the need for an in-house IT team for maintaining the system.

It’s as simple as that: SFDC provides what (it’s) customers want. That makes it successful.

I started this blog on 7th November, 2009. After 23 posts and 2 months, the blog has received 3600 plus clicks (averaging 60 clicks a day!). Meanwhile the Facebook Group page has crossed 160 members.

Believe me guys, I had never expected this kind of response. I am humbled! In the same breath I promise you all to keep posting the latest in the field laced with my own views and the views of other Industry analysts and academicians.

To celebrate the milestone, I have added a new dimension to the Group page. I initiated a discussion on the discussion board of the members page. Lets share out views on the topics we post and leverage on our collective intellect!

Thanks a lot once again!

Harshdeep Singh Rapal

The Consulting Blog