Earlier quoted context omitted.
Was your background not management consulting?
Sure, so? That doesn't mean that I'm conflating the two terms.
Do you think your background is interwoven in the article content and recommendations?
Startup Skill Set #6: The Startup Manager
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Re: Startup Skill Set #6: The Startup Manager
#12Earlier quoted context omitted.
Sure, so? That doesn't mean that I'm conflating the two terms.
Do you think your background is interwoven in the article content and recommendations?
Of course it is. I was lucky to have several managers that I would call "good", and even a couple of "great" ones, so that before I jumped into the startup world I got to see what a "good" manager does for a project. Those were sometimes Accenture people, sometimes people who worked to the client. The fact that they worked for a consultancy was irrelevant, but the fact that they were managers was obviously relevant.
How could my background not be "interwoven" in the article content and recommendations? Are you suggesting I should make things up instead of basing them on experience?
Re: Startup Skill Set #6: The Startup Manager
#13Earlier quoted context omitted.
Do you think your background is interwoven in the article content and recommendations?
Of course it is. I was lucky to have several managers that I would call "good", and even a couple of "great" ones, so that before I jumped into the startup world I got to see what a "good" manager does for a project. Those were sometimes Accenture people, sometimes people who worked to the client. The fact that they worked for a consultancy was irrelevant, but the fact that they were managers was obviously relevant.…
> Are you suggesting I should make things up instead of basing them on experience?
No. I am saying, now explicitly, that the shortcomings of the article are directly related to 1 & 2 in my original comment.
Re: Startup Skill Set #6: The Startup Manager
#14Earlier quoted context omitted.
Of course it is. I was lucky to have several managers that I would call "good", and even a couple of "great" ones, so that before I jumped into the startup world I got to see what a "good" manager does for a project. Those were sometimes Accenture people, sometimes people who worked to the client. The fact that they worked for a consultancy was irrelevant, but the fact that they were managers was obviously relevant.…
> Are you suggesting I should make things up instead of basing them on experience? No. I am saying, now explicitly, that the shortcomings of the article are directly related to 1 & 2 in my original comment.
You never specified what those alleged shortcomings are. Nor have you established a believable link, since, once again, the article is not about management consulting, but about management. I'm not going to continue this game of cat and mouse with comments. If you can't express yourself clearly and concisely, I have better things to do with my time than try to decipher your criticism.