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To understand the complexity of the computer industry, you have to go all the way back to the ’80s where we were just getting started. We didn’t have the big computer companies and the big network infrastructure to make any big changes, but we did have a lot of small, independent companies that got together and had a big idea. They came up with a different approach to how computers worked and how they could be used, and eventually they became the big players.
That time, computer technology consultants were also pretty small, but they actually had a great impact. Back in the 80s, computer technology consultants were basically the guys who came up with the ideas to sell computers to companies that needed a little help figuring out how to use computers. I think they are kind of like the tech consultants of today. They usually work for small companies that have huge ideas, but they still end up with a small role in the big companies.
I think that the big players from the 80s were Microsoft, Cisco, IBM, and DEC. These companies are still in charge of the technical aspects of a lot of the technology we use today—from computers to the internet to our phones. But these tech consultants are the ones that really make the big difference. It’s no longer just the guys from the 80s who come up with the cool ideas and then sell it to the small companies.
I think that this is one of the main reasons why we’ve always been interested in “technology consultants”, because they are often the ones who can fix things. I think that for the tech consultants to make a big impact on companies, that they have to have a technical background. The ability to understand the inner workings of a company, and how things work, and figure out how to use that knowledge to make the company better is really important and often really hard.
Tech consultants are not the only ones with this skill set. I’ve worked with many tech consultants over the years. The biggest problem I see with the consultants is that they tend to think they can solve every problem, and they don’t. The biggest problem I see with this is when they don’t have a technical background.
The second problem I see is that they tend to feel more comfortable with “the latest and greatest” than with a more in depth technical understanding. This is because consultants are in a constant cycle of trying to improve their qualifications (and this process is not only technical) and then they are constantly trying to sell their expertise on some new product/service. Sometimes they have a good idea, and sometimes they just want to make that company more profitable.
I’m thinking about this a lot because I work with consultants pretty frequently. I’m seeing a lot of this. I’m also seeing these situations play out in my own life. A consultant will probably say, “Oh, I have a great idea! You should hear about it!” but I don’t listen. I’m too busy looking at the numbers, making sure that the product’s quality is good and the client is happy.
I think consultants can be great for keeping the team in the loop. You have a meeting, they say something like, “I’ve got a great idea for this product we need to talk about” and you say, “O.
If you think of consultants as “the people who take your ideas and turn them into something you can use,” then it makes sense that they are constantly on the lookout for ways to push new technologies into the mainstream. This is a key element of the new “Internet of Things” being touted by venture capitalists and the like. In other words, you can bet that these new smart things are being created by the consultants.
To find out if this is true, you need to look at the statistics for new technology startups. In 2009, there were a total of 10,000 new startups, and of these, only about 50% were in the technology space. This is one area where we can do more with the vast majority of these startups than we ever could before because it’s all about new ideas. There are plenty of smart people out there who are working on new ways to help the world.