Exciting.!
From an upskilling perspective, potentially interesting to understand what parts of your previous traditional consulting work have been most relevant for cFactual pilot projects and where you thought so but it was not actually the case.
Thanks for the question, Merlin. Please note that we have a small sample size and are still refining our models of what skillsets are most relevant for more EA-aligned consulting.
Three things that have been useful: 1) Structuring problems, projects and meetings well, 2) Being able to switch quickly between different levels of abstraction quickly and constantly: Thinking carefully about a key assumption in an excel model in one moment and thinking about how the results change the big picture for a CEO in the next moment 3) More vaguely: Just having seen and worked with a lot of organization, projects and leaders, probably shaped our intuitions
Three things that were less useful than I thought: 1) Executional speed—On the margin, we care much more about what we work on and getting it right compared to getting things done; 2) Qualitative data selection e.g., interviewing—during the pilot project we did a lot more independent thinking and then specific testing of key uncertainties with key stakeholders. In traditional consulting, we would have conducted interviews earlier to develop our hypotheses (which has the cost of becoming potentially an echo chamber); 3) Project planning—during all pilot projects we adapted our activities quite a lot based on our updated models, what would be most impactful
Exciting.! From an upskilling perspective, potentially interesting to understand what parts of your previous traditional consulting work have been most relevant for cFactual pilot projects and where you thought so but it was not actually the case.
Thanks for the question, Merlin. Please note that we have a small sample size and are still refining our models of what skillsets are most relevant for more EA-aligned consulting.
Three things that have been useful: 1) Structuring problems, projects and meetings well, 2) Being able to switch quickly between different levels of abstraction quickly and constantly: Thinking carefully about a key assumption in an excel model in one moment and thinking about how the results change the big picture for a CEO in the next moment 3) More vaguely: Just having seen and worked with a lot of organization, projects and leaders, probably shaped our intuitions
Three things that were less useful than I thought: 1) Executional speed—On the margin, we care much more about what we work on and getting it right compared to getting things done; 2) Qualitative data selection e.g., interviewing—during the pilot project we did a lot more independent thinking and then specific testing of key uncertainties with key stakeholders. In traditional consulting, we would have conducted interviews earlier to develop our hypotheses (which has the cost of becoming potentially an echo chamber); 3) Project planning—during all pilot projects we adapted our activities quite a lot based on our updated models, what would be most impactful