A consulting cadence that fits Taiwan SMEs

Imported consulting programmes love a weekly steering committee. Many Taiwan SMEs cannot staff that ritual without pulling the same three people off delivery. The meeting happens. The constraint does not move.

We prefer a monthly constraint review with a short written pack, plus a clinic hour for enrolled operators who need a sharper poke. Partner Bench retainers are two sessions a month for the same reason. More contact is not more progress if the artefacts between sessions stay stale.

Calendar honesty matters around lunar new year and the summer plant shutdowns. A model that assumes twelve identical months will scold a company for being seasonal. Better to mark the blackout weeks on the canvas so hiring and channel promises do not pretend otherwise.

Language switching is part of cadence too. A bilingual buyer room can burn half a session on translation theatre. We ask teams to pick a working language for numbers and keep narrative in the other, rather than translating every adjective.

If your current consultant sends a status deck every Friday, ask what cancelled initiative the deck records. If the answer is none, you have a newsletter.