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Travel, Training and Mentorship

Three significant aspects in the life of a management consultant: travel, training and mentorship.

Travel

When it comes to travel, different consulting firms have different policies. McKinsey consultants often spend Monday to Thursday at the client site with Fridays in the office. Bain and BCG often spend a lot of time with the client at the beginning and end of the project but less time in between.

Training

Consultants are the primary asset of a consulting firm, and top consulting firms invest a considerable amount on formal training and development programs.

Consultants may spend as much as eight weeks per year attending formal training sessions and conferences.

Since university courses are often overly theoretical and academic, the focus on training and development can serve as an invaluable bridge into the corporate world. This can lay a solid foundation for a career in the consulting industry, as well as open up attractive exit opportunities.

Mentorship

Consulting firms will typically assign new recruits with a formal mentor.

A mentor is responsible for overseeing professional development and can be an invaluable source of career guidance, an advocate to help you get staffed on projects and a person to champion your promotion within the firm.

In addition to having a formal mentor, junior consultants should also develop relationships with consultants throughout the firm, particularly with people who share a common area of interest or with whom they have developed a good rapport.

[For more information on the management consulting industry, download our “Guide to Management Consulting“.]

(Image Source: Flickr)


This is a guest post from Marguerite Arnold.

Blockchain, the underlying technology used by Bitcoin, has implications that reach far beyond the financial services community and banks. This is where new development and implementation may have focussed so far. However, as the technology and its implications become better understood, it will rapidly expand to new industries and verticals.

Blockchain systems operate as a kind of distributed database that store immutable (that is, non-changeable and verifiable) transactional records stored as “blocks” of information. Each block contains a timestamp and is linked or referenceable to a previous block and hence forms part of a larger “block chain”. Blockchains can either be public, private, or a combination of the two, with information accessible to users via “keys”.

Blockchain also works very much like a large distributed, non-centralized network. Each “node” of the network is a processor (or computer server in other words) that stores each block of information processed by that node. Once processed or verified, a transaction record can then be shared with other nodes in the network. This could be anyone in the case of a public blockchain, or only authorized users in the case of a private blockchain.

Blockchain technology has been applied in the finance industry in the payments space. Ripple, for example, allows banks to transact between themselves and with individuals globally by creating a payment platform that allows banks to settle payments in different currencies in real time. Individual payments and currency settlement calculations are made by a decentralized network of processors located at the banks and clients all over the world using Ripple’s payment protocol.

However the technology has many other uses – starting with the ability to better monetize alternative energy to the digitisation of insurance contracts. The insurance industry, in particular, is starting to get serious about investigating, if not yet implementing, blockchain solutions in order to streamline paperwork, manage supply chain issues if not insurance contracts overall, accelerate the processing of insurance claims, and improve the auditability of transaction records.

In fact, the real juice behind blockchain is not bits and bytes, but in fact how events are triggered by electronic code that translates contractual relationships into action – or so-called “smart contracts” that are executed within blockchain networks.

Smart contracts – or the computer protocols that facilitate, verify and enforce agreements – are actually the heart of this revolution. They represent a unique blending of technology and law, usually with regard to payments – but not limited to them. Smart contracts are actually coded binary language triggers along the network that cause certain things to happen when specific conditions are met. For example, Customer A authorizes payment to buy a convertible bond. When market conditions warrant, the bond “smart contract” will then automatically pay Customer A the required coupon payment, convert the bond into a certain pre-determined number of shares, or take some other required action.

Despite the hype, however, there are still vast unknowns – namely the ability of coders to accurately translate legal requirements into transactions that can be understood and retranslated by people – starting with regulators. In terms of payment or other easily defined contractual obligations (such as trade confirmations), the concepts are relatively straightforward. However, as anyone who has looked at even the simplest contract knows, there are many parts of a contract that are not easy to translate into code from natural language – much less decipher downstream. This includes everything from indemnities, warranties, covenants, confidentiality, digital signatures and enforceability if not other pieces in between.

What happens, for example, when the convertible bond bought by Customer A does not react to the right market conditions? Or what happens if the electronic triggers in the smart contract for this convertible bond are activated by the wrong set of market conditions? How will lawyers without coding experience be able to catch such errors? And how will coders without a legal background know what to look for to find them?

While understanding whether payment has been made (for example) is relatively easy to understand by all parties, understanding whether a service has been correctly provided, particularly when translated into and out of digital code, represents a quagmire that is already coming – and with no easy answers.

The legal enforceability of at least part of what smart contracts represent is not far away. Payment and exchange of services or data is the easy part. Redefinition of contractual relationships, however, is where the entire conversation starts to get murky. That is nowhere more obvious when applied to a specific part of “contract” law – namely civil rights.

For those who do not believe that civil rights are in fact a contractual relationship relating to basic property rights (including payment), values, and perhaps even the meaning of citizenship itself, then look no further than perhaps one of the most overlooked parts of civil rights and contract law in the United States.

The Civil Rights Act of 1991, also known as 42 U.S. Code §1981, is a United States labour law and the most recent codification of civil rights in America. In effect, it equates the contractual value of minorities and people with disabilities with that of white men.

In other words, civil rights are the mandatory equalizing of the contractual value of individuals enforced by the state. But that state is only one country.

What happens if there is a contract, for example, between an English multinational and an American citizen for work being performed in Hong Kong?

Do American civil rights laws apply?

Which set of laws should govern a smart contract?

If smart contracts expressly choose New York law, for example, this could mean that the best of American labor and civil rights laws are automatically exported to other countries. But it could also mean that contractual inadequacies, due to a failure to expressly choose a governing law, lead to unexpected results and ultimately undermine basic notions of equality and civil rights.

Further, what is the appropriate forum for resolving disputes under a smart contract?

In a world where contracts that affect payments as well as the terms of employment are becoming increasingly undecipherable, will smart contracts, which can also be used to govern labour agreements, be literally rewritten to eviscerate the concept of equal pay, access to healthcare, and perhaps even the right to negotiate a contract in the first place? And if smart contracts hide or distort important contract terms, how will consumers actually be able to tell if they have gotten what they paid for?

These are some of the big issues which face the entire discussion around blockchain. They are not widely part of the vernacular so far. However, just as bitcoins are electronic “digital currency”, block chain, the master regulator of such systems, could easily become a place where the contractual elements of pay, consumer and civil rights are either enshrined, or eviscerated.

Marguerite Arnold is an entrepreneur, author and third semester EMBA candidate at the Frankfurt School of Finance and Management.

(Image Sources: Blockchain TechnologiesBits on blocks)


Three ideas for the new year.

1. Plan a Celebration

It is common at the turn of a new year to set “resolutions” for things you want to do, change, or achieve in your life.

The problem with new year’s resolutions is that, if they had been really important to you, you would have set them earlier without needing the new year as a prompt.

Achieving goals is more important than writing wish lists.

Instead of making a resolution, make a plan for a celebration you plan to have after your goal is achieved.

As Tom Peters has said, “celebrate what you want to see more of.”

2. Motivate Others

Zig Ziglar once said “people often say that motivation doesn’t last. Well, neither does bathing – that’s why we recommend it daily.”

It can sometimes be hard to find motivation because working towards a meaningful long term goal requires short term effort. Delayed gratification is not easy.

One way to increase your motivation is to try and motivate your family, friends and colleagues. Some of your positive energy will rub off on you.

A second reason to motivate others is that there is a limit to what you can achieve by yourself. In the long run, your success will be limited unless you can motivate and inspire other people to work with you and for you.

3. Get Passionate About A New Idea

Life is a wonderful journey.

Find a new idea, person or project to be passionate about, and set aside some time for your new passion each week.

There is no limit to what you can learn. However, for many people (especially if you are in the corporate world) their job requires them to carry out routine tasks which sap their energy or bore them half to death.

“The mind is not a vessel that needs filling, but wood that needs igniting.” (Plutarch)

Find something new to get excited about.


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