Spin over Yakubu makes no sense
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EVERTON signed a new number nine this week but Yakubu s move from Middlesbrough was instantly surrounded by some Teesside generated spin.
Reports claimed that the Middlesbrough players were happy to see the back of him because he didn t pull his weight, and some pointed out that Yakubu s goalscoring record had tailed off towards the end of each of his two seasons on Teesside.
But for me it was more significant to read that Harry Redknapp wanted to take the player back to Portsmouth.
It s always encouraging to read that managers want to take a player back. It doesn t suggest any problems with the player s attitude and it shows how highly Harry rated him during the time they worked together.
A lot seems to have been made of Yakubu s disinterested attitude during Middlebrough s televised defeat at Wigan but that must have been a very difficult match for the player.
He obviously knew a deal was in the offing, psychologically he won t have wanted to run the risk of getting injured and it must have been difficult to concentrate.
Yakubu is built like an ox, a very different striker to those the Blues have had in recent years, and his body shape reminds me of Bob Latchford.
Strangely Latch was often accused of being lazy or overweight, too, but it never affected his goals return.
I remember when I came back to Goodison Park with Birmingham and gave young Joe Gallagher a little advice on how to handle Latchford.
Just have a quiet word with him before the game, ask him how he s settling in . . . but whatever you do, don t upset him, I suggested.
What did young Joe do? In the first minute he ploughed through the back of him and I instantly thought Oh dear, what have you done now?
Bob was on fire, scored twice and we lost 4-1.
Ref storm over the top
I COULDN T believe the fuss generated this week over a referee making an honest mistake and then owning up to it afterwards.
Referees make mistakes every week.
But because Rob Styles made his mistake in a match between Chelsea and Liverpool it has been highlighted like never before, the ref has been suspended and even his business interests outside football have been spotlighted.
It was all totally over the top and stemmed, I am sure, from the identity of the teams involved rather than the severity of the mistake.
Number one priority
EVERTON signed a new, experienced goalkeeper this week.
And while Stefan Wessels arrival may not have caused many shockwaves, finding experienced cover for a first choice keeper is often very difficult.
I used to think that a young goalkeeper who was happy to come to a big club was the best choice as cover for Neville Southall, but I changed my mind.
I decided that experience was more important so went for Irish international Gerry Peyton.
Gerry was happy to work with Neville and wait patiently for a first team opportunity. In the event he never got that chance, such was Nev s remarkable consistency.
Stefan Wessels will be hoping for more of a chance himself, but David Moyes will be reassured to have some experienced back-up.
Terry's special mission
AN old Everton favourite, Terry Darracott, was back at Goodison last Saturday . . . plotting the downfall of his old club.
Terry, of course, now works for Blackburn and he will have gone back to Lancashire with a report of a solid, difficult to beat Everton side.
What the Blues will need against Mark Hughes well-organised side, however, is a little attacking inspiration.
If they can find that they can celebrate a win which would constitute an excellent start to the new season.
Some reports said that the management advisory has come to a dead end, but this argument seriously exaggerated the facts. The annual income of 105 billion pounds of commercial advice industry survived the downturn and the Internet bubble burst in a storm. Experiencing a longer recovery period, from the industry last year began to grow again. After years of stagnation period, in 2004, we achieved a surprisingly strong double-digit growth, strategic consulting firm -- the Boston Consulting Group (BCG) for the Americas, Steve Gunby (Steve Gunby) said. Early this year, the management consulting firm Bain (Bain Company) Executive Director John Donahoe (John Donahoe) resignation, join online auction company eBay. His advice to be optimistic about the industry : At present, the high-end consulting industry is in the 15 years I have ever seen in the best condition. He was Bravado? Market research data shows Kennedy Information, in 2004, excluding the remains mired information technology consulting business, the entire industry grew by 6.3%, but alleged that the second half performance was also better than the first half. The United States in particular is a consulting firm with an optimistic attitude into 2005. However, the return to growth does not imply a return to business as usual. In the next few years, the consulting industry growth rate could be significantly lower than the 90s of the 20th century the double-digit level. Recovery efforts and models in different countries vary, but some consulting business is still in a sluggish state. Kennedy Information Research Center Director Derek Smith (Derek Smith) said that the information technology consulting business last trace shrink, but from 2003 to 2007 the compound annual growth rate of just over 1%. He expected, if not including IT consulting industry, the whole business consulting industries will be 7% annual growth rate. US-listed company merger wave, help explain why North American consulting business growth will lead. While the merger activity period, the newspaper reported substantial investment banking fees, but the company often called in consultants to assess potential transactions and on post-merger integration. The return to growth also reflects a familiar cyclical pattern. 20 years of the late 1990s, economic prosperity and the rise of a business advisory services to the strong demand, the Advisory Enterprises division implementation of the recommendations. Experienced consultants were left consulting firm, to work for hot technology companies, and the young new recruits training consultant rapidly enough to offset the gap. The result : inexperienced consultants not to provide customers with reliable, enabling customers to increasingly lose the illusions consulting firm. The purchase of business advisory services businesses spent four years before forgive the consulting firm, and again to the outside consultants for help. There have already been three or four years do not employ consultants to the enterprises began to say : Hey, we are now a bit outdated ideas , New York-based strategy consulting firm Marakon partner Michael Mankins (Michael Mankins) said. However, these companies have become more than ever before wisely. Compared with the boom period, the average consulting project cycle shorter and less costly, making it easier for clients to keep track of expenses and objectives. Consulting projects in the competitive bids are more frequent than before. Even the signing of the contract after consulting projects, companies are more inclined to customers the company s senior managers to report their situation. These senior managers received MBA training, but many of them former consultants. To bring more value, the Advisory submitted to the client on the desktop, must not only be sensitive to the ideological and more effective overall solution, they must also have the experience and vision. Clients are not as original as many young tolerance advisory division of the company vacillating, the United States Association of Management Consulting Firms (AMCF) Chairman and Group retail consultants Kurt Salmon Associates vice chairman Peter Brown (Peter Brown) said. Customers harsh demands of the project and shorten the cycle, the consulting firm is being forced to seriously consider how to operate their own business. Under particular scrutiny, is the traditional pyramid-shaped organization, which a few senior partner from a large number of dedicated support for the work of subordinates. This way to mobilize senior advisory staff of professional expertise, the ability of the industry to profit performance is crucial. Surveys show, partner and the high per capita utilization of high profits, there is a highly relevant. The industry s traditional progressive career development mechanism also depends on the year in the recruitment of new staff to maintain. Mankins said : This is an apprenticeship industry. If you have income-level employees too little, we will make the final management understaffed situation. However, only clients are willing to pay to hire bright young MBA graduates as consultants, and the signing period for long enough, so that new employees can learn on the job, so that the leverage model can be effective. But now customers increasingly reluctant to do so. 20 years of the late 1990s, AMCF member an average each partner Employment three consultants. By 2003, Get statistical data last year, the ratio had fallen to 1.9.n
Betsy Kovacs) said. Some consultants predict the emergence of diamond-shaped consulting firm, in which the company, the more experienced consultants and a handful of young consultants as partners to provide support. Mr. Brown said : The consulting firms are hiring again, but they now tend to recruit more experienced people. If the customer is not willing to support the leverage model, consulting firms can make money? The answer is yes, but only by changing the mode of recruitment and remuneration, and to find new ways to add value. Currently, AMCF members, more than half of the company, whose main business is not business advisory services. It should be pointed out is that the world s largest consulting firm McKinsey is not (McKinsey), Bain, Boston Consulting Group, or the big three strategic consulting company, but IBM. IBM Business Consulting Services and IT services, servers and software business up for sale. Similarly, as Bain s private equity arm, Bain Capital (Bain Capital), the performance, with Bain and Company in strategic consulting business on par. Systems integration was Accenture (ACN), the core business, and now, business process outsourcing business receipts have been higher than those of its core business. During this transition period, the most reasonable view is that there is no applicable to all consulting firms only correct answer. Despite the disapproval of clients, but some consulting firms will undoubtedly find ways to maintain the leverage model, and others as diamond-shaped organizational framework. Some will remain pure consulting company, and will be similar to other industry alliances, or explore new sources of income to supplement advisory services revenue. As consultants like to speak to customers : If the essence of the strategic differences.
Related: Spin over Yakubu makes no sense
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