Your client is a Manufacturing Company that exports machinery in several countries: As low-cost Chinese competitors move into its turf, is the company likely to be forced out of business?

Your client is the CEO of a Major Retailer who is reorganizing its business around a new Internet-based platform: Should the number of divisional heads reporting to her increase?

You are advising a Marketing Manager who is considering an expensive advertising campaign: Will he increase sales to both current and new customers when the campaign is over?

Your client, a listed firm, is considering Hedging the cost of the copper it buys to make electrical components: Will the firm’s stock price rise if it does so?

Your client is the owner of a growing Internet Service Provider: Should she move into a county where four active providers are already established in the market?

Your client is a Multinational Food-Processing Company whose new CEO is considering reducing the role of headquarters in order to motivate regional managers: Will this be a winning move?

These are the kinds of questions and doubts that you need to clear from your mind before providing your influential opinion, especially when the task requires that you reach beyond your established competence.

Your client will be more impressed by your problem-solving ability when your solutions are based on sound arguments. While professional experience helps, academic research can bring valuable insights - but how can you find the time to tap into this largely untapped source of ideas?

Here's what to do:

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