Mantra of building and sustaining a Thriving Practice

The ease of delivering work remotely and the opportunity to control the type and amount of work you do are key trends that have led to verticalisation of practices and nowadays emergence of independent consulting/practices. I, myself, having established a consulting boutique which was short-lived and then presently working as a Practice leader in a Global conglomerate have myriad intricacies of establishing and growing a practice. Each practice is uniquely defined by experience, specializations and clients served, but all business/practice leaders share the challenge of building and sustaining a thriving practice.

Sell results, not services: Keep clients laser-focused on the lasting value you create, and bill based on scope of work and end results. Provide a range of possible cost scenarios and value-adds what you have offered or can offer. Presenting a mix of case studies, testimonials, and client showcases can also prove a powerful business driver--prospective customers want to see what you've done, so they know what you're capable of doing.

Flexible Structure: Business will wax and wane. And because no two projects are alike, you must remain flexible by cultivating a freelance support network. Use contractors from varied industries and disciplines who can introduce additional expertise and perspective. This approach also lets you reduce overhead, minimize risk, and better staff projects to meet clients' needs. You can also look for strategic alliances and partnerships (e.g. product partnerships, etc.)

Initially don’t try to be jack of all trades: Understandably, most businesses are revenue driven and in an attempt to meet the (revenue) target, we have tendency to go after anything to raise the figures in the balance-sheet. Though it is wise to diversify only after you have established your mark/brand and then you are looking other horizons to grow. It may prove lethal/ suicidal to venture into unknown/lesser known domains even when you have not established your practice. Over-aggression can sometimes engulf your own practice. The crux is to excel with your core-competency (what your practice is known for) first.

 

Solid and robust business plan: The rules of the game might have changed but few things remain the same. You need to have a robust business plan which considers most of the possible scenarios, what-if situations, plan-A,B. A reality check here – there is no fool-proof plan. A robust business plan is a well-thought strategy and therefore, reduces the chances of probability.

 

Networking still works: Develop and nurture a strong network. Most successful consultants receive the majority of work from their trusted network. It is indispensable to create an environment that provides you with an ongoing flow of opportunities. Attend networking events, utilize blogging and social media, or create an email newsletter to keep your network up to date. There are many ways to build and nurture a strong network, but the key is to be active. More importantly, develop strong relationships with existing/old customers who can refer you to new ones and at the same time reward you with you more work

 

Excellent core team: Ultimately, it is your team which is going to deliver. Everything can prove to be a marketing gimmick if you team fails to deliver. This makes it paramount to handpick your core-team who has to play a pivotal role in expansion of the practice.

Despite making sure that you have ticked all the above boxes, a lot of the success depends on your leadership and your instincts. You need to have a vision and definitely passion for what you are doing else you will find yourself changing the lane every now and then and frequent change in lane can be fatal (for business).