So what should consultancies be doing now? The root word for consultancy means “to discuss”, so a consultant should be some- one you approach for a discussion, with the hope of obtaining insight or advice. Should we charge for such discussions? Not necessarily, but a discussion may lead to a set of initiatives, outcomes and solutions on which we can then agree a value – and therefore a price. Everyone benefits from a greater understanding of both the problem and the possibilities for solution. We can be slow to recognise the role of consultancy because it seems intangible at
first. But that shouldn’t
stop us from having a conversation, and challenging the status quo. Sadly, because of the downturn, many
organisations have been settling for sec- ond best. A talented individual may be providing more strategy and design work in-house, but that denies the opportunity for tapping into the experience, insight and diversity available in the market. Another compromise is when consul-
tancy is provided on the back of product, essentially as an extension of the sales pro- cess. While this seems to offer immediate value for money, it creates dependency and can potentially be anti-competitive. We need to think again about how con-
sultancy is bought and sold. Consultancies need to promote their people not just their brand, the two elements are symbiotic and should not be separated.
British expertise in ITS is envied around the world – it really should be a major export industry for the country, shouldn’t it? Yes, this is partly true, but I think we need to temper our confidence with some humility, and be prepared to listen and learn from others. About six months into my stay in
South Africa, I had started to merge in with the local culture. At this point, I started notic- ing (and if I’m honest, cringing at) how colonial the international visitors came across, stepping off a plane and impos- ing solutions with only a passing nod to the local issues. If we’re going to export in a sustain- able manner, we must immerse ourselves in the local context and ensure we match solu- tion to problem.
smartHIGHWAYS Vol 2 No 1
to a leadership role. It was some time before my business confidence returned. With the strong emotional link between this personal tragedy and my time at Rapp Trans, it seemed right to move on and seek new adventure. Overall, people find me more patient
and empathetic. I seem to be quite com- fortable in contexts involving substantial change, and while I’m no longer defined by my work, I do try to bring some definition and colour to it through my experiences! On a happier note, I have since
“I was a young widower with children - it took some time before my business confidence returned”
Your career has blossomed despite a harrowing personal tragedy you had back in 2010, how has the experience you had affected your outlook on your work? A few weeks after returning from South Africa, my wife discovered a lump. The next few months were a roller coaster, the hopeful stage of surgery and treat- ment, followed by the hopeless stage of metastasis and palliative care. I had been so focused on moving back here and making this new job work, but the can- cer changed everything. I embarked on an open-ended season of unpaid leave, to give my family the best gift I could, my presence and involvement in all aspects of care at home.
Within 12 months of “I started
noticing how colonial the
international visitors came across”
discovering that lump, she was dead and I was a young widower with chil- dren. Summarising heavily, I needed resilience to cope and space to grieve. The reality was dark and chaotic but I also experienced pro- found personal growth and a fresh understanding of my Christian faith. My colleagues saw me at
my worst, attending the funeral, visiting me at home, and supporting my return
smarthighways.net
remarried and am thoroughly enjoying being a family man once more.
You’re still in the early days of your time in Mott MacDonald, what excites you most, and what – if anything – keeps you awake at night? Yes, it’s great
to be here. Mott Mac-
Donald is one of the largest employee owned businesses, attracting some great talent and investing in sustainability. The company has made the transition from an international business to a global business, with strong local presence and understanding. This gives us a platform on which to
export our technology capabilities for managing assets, networks and events. However, that same platform allows us to learn objectively about current trans- port technology challenges around the world, and apply that learning in the UK. The technology community here is diverse and talented, with a strong software development core working alongside consultants and engineers. I’m excited by the opportunities for innova- tion, challenge and growth. Our crisis management platform was developed in a transport context but is finding applica- tion in other sectors and in a global con- text. We’re changing our delivery model to ensure that our technology consultants are an integral part of multidisciplinary teams, with strong project management and problem solving skills as well as sec- tor specific knowledge. What keeps me awake at night? Since
discovering the ‘do not disturb’ setting on my smart phone – nothing!
Nabil Abou-Rahme PhD, CEng, is director for Transport Technology at Mott MacDonald
nabil.abou-rahme@mottmac.com
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