I have mixed original thought leadership pieces below with articles I have found compelling on the topics of both GRC and how experienced independent business consultants are augmenting the traditional consulting model. I am passionate about both topics and enjoy helping organizations evolve their perspective on these diverse and rapidly changing subject areas.

governance, risk and compliance

SOX SERIES: is your sox program based on risk or capacity? are you sure?

Despite the fact SOX is over a decade old and many organizations have made compliance a repeatable, efficient process I remain surprised by the number of organizations that have an approach based on the capacity of their resources versus risk. In this piece I argue organizations that do not have a well defined scoping process are likely basing their approach on capacity, whether they know it or not. I encourage organizations to clearly define why they are doing what they are doing when it comes to SOX and make sure that logic is transparent to the audit committee and executive management. The opportunities for efficiency and additional alignment with external auditors are significant and well worth the investment in the actions I suggest. 

INDEPENDENT CONSULTANTS ROLE IN TALENT MANAGEMENT AND THE "gig economy"

"SUPER TEMPS" AND CONSULTING DISRUPTION

In the "gig-economy" I am fascinated by the trend of temporary work moving from routine, back-office activity to strategic, leadership roles. Organizations are realizing that it's less about the frameworks a consultancy brings and more about the leaders. The "Super Temp" concept introduces the simplest of business models to consulting and offers organizations what they really need for a surprisingly large number of challenges: a really talented leader, at the right time, with the right technical skills, to lead their people. In an environment where information is democratized and technology makes being your own boss easier than ever, a surprising number of talented consultants are choosing the freedom working independently provides over the traditional Partner paths of large consultancies.  

what if you only worked when you wanted to?

In this HBR article the author explores the trend of the independent business consultant and the benefits to working mothers, active fathers and others valuing freedom and control first. While the title is presented tongue in cheek, there is a significant level of consulting talent that exits the workforce due to the limits of flexibility. Many of these professionals enjoy the consulting experience, a dynamic client base, helping solve complex problems and leading teams but are left without an option to continue in industry. Technology and the growing acceptance of a "gig-economy" creates an opportunity for these individuals and for the progressive organizations that learn how to find and leverage them as part of their talent management strategy.  

EY's view on the gig-economy

My former colleagues at EY have done an outstanding job compiling this survey and thought leadership related to the gig-economy. We not only get the employers view on the gig-economy but a very clear view from independent and contingent workers on what drives them. The key insight: the gig economy is not a fad and the organization's that understand how to best utilize this section of the workforce will have a leg up in attracting the best talent. On a personal level I can relate to many of the benefits and risks from "giggers" but ultimately agree this has become - and will remain - a real part of the workforce. For every company that shrugs off the gig-economy there will be one embracing it and learning how to evolve their talent management strategy by engaging it - these will be the companies that win the race for talent.