Benton Consulting was formed in 2002 after years working for and growing a larger consultancy, Benton International. In 1997, Benton International was purchased by Perot Systems Corporation, and many of the challenging and fun opportunities a smaller consulting firm can drive for its clients slowly evaporated. But, out of that rose an idea to stay small and service clients in a different way – as a trusted advisor and individual. That is what Benton Consulting is today. We hope we are just what you are looking for.
Experience
Benton Consulting has a surprising list of qualifications. The clients we have worked with, and the projects on which we have helped them, create a unique set of experience. From the largest companies in the world to small organizations that want to change the world.
Blog
There is no better way to communicate our opinions than with a regularly updated blog. As news and discussions come out, we are right there to offer our two cents. But we’d like to here from you, too. Read some of our posts, and let us know what you think.
Projects
We have had the opportunity to drive and support many fantastic clients through many challenging projects. Take some time and review some of the work we have done in the past. We can’t always tell you for whom we did the work, but you can see the types of engagements we are frequently called on to support.
Partners
It’s no secret we are a small consulting firm. However, one of our more unusual attributes is that we can quickly grow to accommodate the needs of our clients by enlisting the help of our partners. The experience level of our partners in unrivaled. And, just as important, we love working with them.
11 Questions: A Strategic Planning Approach
There is no simple answer explaining the distinction between the ongoing planning of a business and a strategic analysis. It is not one sentence. It is a matter of degree, a matter of rigor, a matter of time frame, and a matter of dissolving constraints. Perhaps more than anything, it is the challenge of addressing the big questions, the types of questions that do, in fact, affect the status quo. Perhaps more than anything, strategic planning is the proactive management of material change, not simply the incrementalism of a going forward approach.