I don’t talk about my consulting gigs much on this blog, since there is surprisingly little overlap between my money-making work and my writing. But many people seem to be very curious about precisely what sort of consulting I do, and how that side of ribbonfarm operates. Unfortunately, it’s hard to explain without talking about actual cases, and I can’t share details of most engagements due to confidentiality constraints. But fortunately, one of my recent clients agreed to let me write up minimally pseudonymized account of a brief gig I did with them a while back. So here goes.
It all began when my phone rang at 1 AM on a Tuesday morning a few months ago. The caller launched right into it the moment I answered.
“Oh thank God! Donna has the ‘flu…I tried calling Guanxi Gao, but I can’t reach him. I left a message but… omigod, we’re going to run out of inventory by Friday, what are we going to do?”
If you aren’t used to the consulting world, this is how most engagements begin: you’re dropped into a panicked conversation in the middle of a crisis that has already been unfolding for sometime.
Luckily, I was not yet in bed, but doing some routine Open Twitter Operations from the Ribbonfarm Consulting Command Center.
I hit the red alert button on my desk, which turned off all but one of the 16 flat-panel displays that line one wall of the darkened main room of the RCCC. The one that stayed on showed a blank 2×2 grid with a flashing lemon-yellow border. The speakers switched from Mongolian throat singing to a steady pip…pip…pip.
Many consultants today use more complicated first-responder protocols, but I am old-fashioned. One clean vertical stroke, one clean horizontal stroke, at most 10 quick labels, and you’ve got your Situation all Awared-Up in the top right. 75% complexity reduction in minutes.
Ten seconds into the call, and I was already set up to Observe, Orient, Decide and Act. This is the sort of agility my clients have come to expect from me.