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Building the context for the independents' revolution


11 March 2010

I started by describing a working environment that got the best out of people, then gave an example of what it could achieve. I then went on to sketch out how independents could cooperate to make this sort of thing happen, and suggested that developing a practice of effective meetings is a key place to start. I now want to turn to what these meetings need to achieve if independents are to have their full economic impact.

Suppose a series of conversations convince a group of independents that they can see a proposal that could create substantial value for a client they know. What do they do next? Unless they have an established business relationship with the client, they have to be careful. Cold calling a client out of the blue to say you have been discussing her business and have a proposition for her is only likely to arouse suspicions. Rather than propose some conclusion to the client, it may be better if you can get the client to invite you to look into the matter. That way, both of you develop an understanding of the opportunity and the client doesn't feel spied on. But how do you get invited in? Unless the CEO is the aunt or uncle of someone on the team, why would the client pay attention to you among all the people making claims in their bid to sell goods and services?

There are, I suggest, three answers to the question, and over time, independents need to develop all three. The first is that you have the backing of a powerful sponsor. This links you to something known, credible and in the worst case, worth suing. The client then doesn't feel she is dealing with an unknown. The case for independents looking for a sponsor, and the case to be made to interest a potential sponsor, both have to be developed.

Secondly, you need to be able to offer credentials establishing your standing and track record as an independent. This means an agency is needed that can issue such credentials. Precisely what this would do and how it would work are obviously matters needing a great deal of discussion.

Thirdly, independents need to establish themselves as a brand in the mind of the business community. This would mean that when independents appear, they are readily seen as coming from a trusted and sought-after sector of the economy which professionally and reliably delivers to high standards. Independents may already be developing a positive image as good workers, but would not, at this stage, be seen as able to assemble resources for major undertakings.

This all represents a great deal of new territory to be opened up. When it is accomplished, it will allow independents access to large parts of the economy to explore better, cheaper and faster ways of doing things, not to mention radically more effective approaches. As the conversation among independents develops, it will become clearer how this can be done, and the scale of the opportunity will start to emerge. Gradually, the full role that independents can play in the economy will start to be more widely understood, opening the door to serious investment in a revolution in how work gets done.

What do you think about Dick's thoughts on this issue? If you would like to contribute your own thoughts, please e-mail your contribution to us at: dickdavies@contractworld.com.au.