Bài viết bởi James Chae — Đồng sáng lập, Expert Sapiens
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Chuyên môn trên nền tảng: Chiến lược kinh doanh và tư vấn · Rà soát lần cuối Tháng 4 2026
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The strongest business consultants for the AI era do more than talk strategy. They help you decide where automation should stop, where human judgment should stay, and how your team should operate when agents, MCP-connected tools, and real people are all part of the workflow. A weak consultant gives you generic AI transformation slides. A strong one helps you design a safer operating model with clear approval boundaries, ownership, and measurable business impact.
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Dùng các câu hỏi này trong cuộc gọi làm quen hoặc buổi đầu tiên để nhanh chóng đánh giá mức độ phù hợp và chuyên môn.
1.Tell me about a time you redesigned a workflow that combined automation and human review. What changed operationally?
Vì sao điều này quan trọng: This tests whether they have practical experience with real human-in-the-loop systems, not just high-level advisory language.
2.Based on what I've told you, where should we not automate yet, and why?
Vì sao điều này quan trọng: Strong consultants are willing to define the limits of autonomy. That is often more valuable than encouraging more automation.
3.How would you define approval gates, exception handling, and ownership in our workflow?
Vì sao điều này quan trọng: This reveals whether they can turn strategy into an operating model your team can actually run.
4.What metrics would you use to prove this new workflow is working?
Vì sao điều này quan trọng: If they cannot define operational success, the engagement may end as a presentation instead of a business improvement.
5.If this rollout fails, where do you think it is most likely to fail first?
Vì sao điều này quan trọng: The best advisors think about failure modes early: adoption risk, reviewer overload, poor permissions, unclear ownership, or bad exception routing.
A strong business consulting session should feel operational, not abstract. Expect the consultant to ask how work moves today, where exceptions appear, who currently makes key decisions, which tools are involved, and where the biggest business or governance risk sits. The useful outcome is not a vague AI strategy. It is a clearer operating model with priorities, ownership, and next steps.
If your need is more specific than a general consultant, one of these related professional roles may be a closer fit.
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Go-to-Market Strategy
A go-to-market (GTM) strategy is the plan a company uses to bring a product or service to market — defining the target customer, value proposition, pricing, distribution channels, and sales motion.
Customer Acquisition Cost (CAC)
Customer Acquisition Cost (CAC) is the total cost of acquiring one new customer — including all sales and marketing expenses divided by the number of new customers acquired in a given period.
Due Diligence
Due diligence is the process of thoroughly investigating a person, company, or asset before entering into a significant transaction or agreement. It is most commonly associated with mergers and acquisitions, investments, and real estate transactions.
Joint Venture
A joint venture (JV) is a business arrangement where two or more parties agree to pool resources for a specific project or business activity while maintaining their separate legal identities.
Product-Market Fit
Product-market fit (PMF) is the degree to which a product satisfies strong market demand. A company has PMF when its product meets a genuine need so well that customers return, refer others, and would be significantly disappointed if it disappeared. It is widely considered the most critical milestone for early-stage companies.
Bài viết bởi James Chae — Đồng sáng lập, Expert Sapiens
Chuyên môn trên nền tảng: Chiến lược kinh doanh và tư vấn · Rà soát lần cuối Tháng 4 2026