Good to know how to pretend know what you are doing when you really have no clue...
- State marketshares in an authorative way and with passion but don't tell folks how numbers stated for marketshare are derived
- State something obvious but with passion and support it with consensus. In a survey of IT executives over 90% believe the sun will rise in the morning
- Only talk about vendors and products. Never actually start a conversation about the problem space that customers may face. Steer all conversations to your contrived taxonomy instead of seeking to understand and explain in their own terms
- State in some form or fashion that success is tied to obtaining explicit buy-in from senior management ignoring the fact that folks not only have heard this on too many occasions but that this is somewhat obvious to folks worth their salt
- State something even more insultingly obvious such as the importance of understanding your enterprises specific business requirements
- When you have no clue whatsoever, tell the customer that it is a best practice to conduct periodic assessments and audits but don't provide them with a detailed checklist of things to look for. Keep all guidance at a high level