What would make your team more able next week?

Perhaps a recurring review question would become easier to handle. Perhaps an experienced colleague could apply hard-won knowledge to a new tool. Perhaps product and engineering could inspect the same prototype with a more useful shared model.

Choose one ability worth strengthening. It is a practical starting point for a conversation with Howard Pearlmutter.

Begin with the work and the people.

Describe what the team is trying to do, who needs to understand or contribute, and where the current approach becomes difficult.

You can keep the first account general. Sensitive internal information can wait until there is a clear purpose and an appropriate context for sharing it.

The aim is to establish whether a useful contribution fits: mentoring, a workshop, adoption review, technical transfer, or another practical form.

Use the experience relevant to your situation.

Howard's practice spans architecture, development, technical learning, mentoring, and advisory. More than 200 engagements include NASA, Apple, Disney, Xerox, HP, Kodak, Fujitsu, CSC, Capital One, Symantec, and the Financial Times among his development and consulting clients.

Read his background or a specific case if you want to examine the fit first.

Continue through Howard's advisory page.

Get in touch about the team capability you want to strengthen. The page provides Howard's contact continuation and another view of the practice.

A bounded contribution can be enough. Your people can use the understanding afterward, with further participation considered where it adds value.

More ability and more agility begin with something people can actually understand and do together. Choose that next piece of work.