The Deloitte Center for Government Insights came into being October 2016.
Those at brandname Deloitte who put that together knew: The presidential election the next month, no matter who won, would change government.
Smart. Timing is everything.
Not so smart was naming itself the source of "insights."
Yet, in the press release about the launch its leader William Eggers said it was not a think tank. Instead it was a "think and do" tank. However its name positioned and packaged it as the typical last-century management consulting firm. That is, its branding was thought leadership.
In this Darwinian environment for all organizations, including government, thought leadership is unwelcome. What the marketplace for professional services demands is outcomes.
That has even trickled down to the level of one professional seeking out one job. The Summary portion of the resume has to tout results obtained for other employers. Implicit in that is the promise that the job searcher will deliver outcomes for the next employer.
Last week, on a conference call, the head of a professional firm focused on careers and I discussed how his book should be shaped.
We agreed on one aspect. The tone and content would not be abstract. Okay, there could be some discussion of theory. But what would shape the book would be takeaways that were actionable. Put those in play and professionals were guaranteed not to miss the future.
The Deloitte Center for Government Insights might do a Silicon Valley. They might find it clever branding to admit that the moniker might not be the most effective in communicating what they are all about. Simultaneously, they could run a contest inside the beltway for a new organizational title.
Full Disclosure: Several weeks ago I billed for 2.5 hours labor with Deloitte Center for Government Insights. I experienced working with it as indeed puzzling. And I banished myself from what used to be Paradise: that is, management consulting assignments.
The Harvard Business Review hammers that management consulting is caught up in the same disruptive forces as so many other industries. Strange then, that when I emailed Eggers with my concerns about the vendor policies at the Center for Government Insights and asked for a response in two weeks, he didn't respond. That's how communication went down in the 20th century.
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