How to build a T-shaped team: specialists with broad deployability
You know the problem: your Java developer is on the bench for two weeks because there’s no Java work, while the front-end team is screaming
You know the problem: your Java developer is on the bench for two weeks because there’s no Java work, while the front-end team is screaming
You probably recognize this: an experienced consultant working on five projects simultaneously. Monday with client A, Tuesday an urgent meeting for project B, Wednesday back
For operations managers in professional services, external hiring is a familiar tool. Whether you work in IT, accounting, consulting, or technical services, the dilemma remains
Many organizations invest in systems, dashboards, and reports in the hope of gaining control over their planning. But despite these efforts, plans remain unstable, teams
In a service-oriented organization, success largely revolves around people. Employees provide the knowledge, expertise, and hours that form the basis for revenue and margin. Therefore,
As an operations manager, you’re constantly making decisions: which projects get priority, which employees to deploy where, and how to ensure healthy margins. Yet, in
In organizations that rely on professionals—such as accountants or consultants—capacity planning is a delicate matter. It’s not just about allocating hours, but also about aligning
In a world where project deadlines are increasingly tight and budgets are under pressure, it’s tempting to immediately hire external resources or recruit new employees
As an operations manager of a service organization, you undoubtedly know this dilemma: the boardroom talks in euros, but your planning system thinks in hours.
We live in a time where technological developments follow each other in rapid succession. Artificial Intelligence (AI), automation and data analysis are no longer buzzwords,