Reflecting on recent events, I have been considering how these changes (as yet poorly defined) impact me as a so called expert and have a few questions which I would welcome your feedback on. But first a little context.
The political and possibly even social structure of the simplistically named West has just changed. No one knows exactly in what way, but the suspicion is that it may be profound and long lasting. You only need to tune into your preferred media channel and dip into the stream of analysis and projection by the many experts desperate to share their views. Whether you support or not the perceived new direction, another blanket of change has just been added to our professional world making it ever more VUCA.
I, and the wonderful people we collaborate with, have been branded experts, something that we were, and continue to be delighted to accept. The word, for reasons I am sure you are well aware of, has been devalued (at least in some contexts). In the last few days I have been considering whether we continue to go down the route of becoming ever more expert (perceived by some as being burdened by the past and stale perceived wisdom) or switch to a simpler, sound bite form of positioning.
We continue to build our expertise through a range of initiatives, rightly or wrongly, and no doubt driven as much by personal characteristics as much as business objectives. Some of these initiatives have been described in recent LinkedIn articles, a selection of which are described below:
- I am in Stuttgart tomorrow, as a member of acumen7, at a workshop on improving the delivery of infrastructure projects with leaders from industries such as the automotive and manufacturing sharing insights on agile and lean. Two weeks ago it was speaking in Prague on improving project delivery in the energy sector.
- I was the co-author last year of a book published by Gower on Project Leadership, launched at esteemed business school and being built on through white papers and developmental offerings including Masterclasses.
- Undertaking what we believe to be ground-breaking research on the impact that personal style has on the practice of project, programme and portfolio management and the performance of delivery (iMAPraxis Initiative).
- Requesting, and fortunately receiving, unbiased feedback for the development work we do, captured through Course Conductor (with recommendations for our consultancy work being captured separately).
Being experts is part of our identity, what we value and to date clients have sought out and gained value from. Will that remain the most effective way to promote and market our business? The questions I have, and would welcome your thoughts on, are linked to this:
1. Is being an expert still seen as critical by organisations who have an issue they wish to see resolved (focusing primarily in the world of projects and change)?
2. How might the role of the expert change with time?
3. Should we continue to position ourselves as experts, with evidence based and considered approaches (such as the mechanisms described above) or by making bold, sound bite forms of promotion?
4. Are they mutually exclusive? Is there a hybrid which leads with the sound bite and gains the trust of prospective clients by demonstrating expertise (and of course building a relationship)?
Your thoughts / feedback would be welcomed. Another article that I have written in a few hours from getting the idea - I hope that does not show too much!
*Please do not read this article as some form of criticism for the decisions that have been made both sides of the Atlantic, I am attempting to look at this professionally and consider the impact and adapt to the way the world is, and is moving towards. LinkedIn is my professional outlet, not my personal, so please keep this in mind when responding.
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