Using management consulting services effectively.Introduction This checklist is for prospective users of consultants and suggests some of the questions they should ask themselves before approaching a consultant to undertake an assignment. There is little doubt that calling on the service of a management consultant can often prove to be a valuable investment provided: * you allow enough time for the whole exercise * the problem area has been carefully defined * you know what you want the consultant to do, having identified all the necessary steps for the task in hand * care is exercised in selecting the right consultant * you measure progress towards a solution. There are many advantages in using consultants. These include their expertise. As consultants are immersed im·merse tr.v. im·mersed, im·mers·ing, im·mers·es 1. To cover completely in a liquid; submerge. 2. To baptize by submerging in water. 3. in their specialism, they are well-placed to advise on the state of the art. It may be impossible for an organisation to tap such expertise in any other way. Other advantages are: For short-term projects it may be more cost-effective for a company to buy in skills as and when they are needed. Help can be required for an overstretched o·ver·stretch v. o·ver·stretched, o·ver·stretch·ing, o·ver·stretch·es v.tr. 1. To stretch excessively; overstrain. 2. To stretch or extend over. v.intr. management team or to pursue a project that would otherwise not be completed. An outsider can see things which are unclear to those on the inside or say things which members of staff may fear to articulate. Equally, employees may be more willing to agree to a course of action if they know that impartial Favoring neither; disinterested; treating all alike; unbiased; equitable, fair, and just. advice has been taken. National Occupational Standards for Management and Leadership This checklist has relevance for the following standards: D: Working with people, unit 1. Definition "Management consulting Noun 1. management consulting - a service industry that provides advice to those in charge of running a business service industry - an industry that provides services rather than tangible objects is an advisory service contracted for and provided to organizations by specially trained and qualified persons who assist, in an objective and independent manner, the client organization to identify management problems, analyze such problems, recommend solutions to these problems, and help, when requested, in the implementation of solutions." Consulting to management by Larry E Greiner and Robert O Metzger, Prentice Hall Prentice Hall is a leading educational publisher. It is an imprint of Pearson Education, Inc., based in Upper Saddle River, New Jersey, USA. Prentice Hall publishes print and digital content for the 6-12 and higher education market. History In 1913, law professor Dr. 1983 Action checklist 1. Involve senior management from the beginning Gain their approval for the decision to use consultants and keep them informed during the selection process. This will help ensure that your choice of consultant will be accepted at the top level. 2. Gain an awareness of the number and scope of management consulting firms List of Management Consulting Firms 1. McKinsey & Company 2. Marakon Associates 3. Boston Consulting Group (BCG) 4. A.T. Kearney 5. Booz Allen Hamilton (BAH) 6. Monitor Group 7. Bain & Company 8. Roland Berger Some offer a wide range of services, whilst there are others which specialise Verb 1. specialise - devote oneself to a special area of work; "She specializes in honey bees"; "This baker specializes in French bread" specialize in particular industries, certain areas of business activity or smaller or larger organisations. 3. Prepare a short list of possible consultants There are a number of directories and registers available for identifying consultants but recommendation is also commonly used. Make sure you obtain references from previous clients to establish a consultant's track record. 4. Ask for a preliminary survey from consultants on your short list This should be free, although in certain circumstances a nominal charge may be made. It should enable you to establish the extent to which the consultant can help you, the likely benefits, and the duration of the job. It should also help you to study the consultant's approach to the problem and to your organisation. Ask for a written report of the survey. 5. Study the consultancy proposals submitted These should have the following common features: * an understanding of the situation or need * a programme of work * an indication of the consultant's management style and approach * a timetable to accomplish the work * details of staff involved, including relevant qualifications and experience * the resources required, such as time, information and equipment * estimates of fees and costs * a summary of the results and benefits to be achieved from the project. 6. Explain to all concerned why a consultant is being employed All relevant staff must be fully briefed on why a consultant has been appointed, when he or she will arrive, and the co-operation that is required. Appoint someone as the main contact with the consultant. 7. Ask for regular reports on the progress of the assignment Measure actual progress against the agreed objectives of the assignment. Ensure that your requirements are not being shrouded shroud n. 1. A cloth used to wrap a body for burial; a winding sheet. 2. Something that conceals, protects, or screens: under a shroud of fog. 3. a. by consultant preferences. 8. Have a debriefing de·brief·ing n. 1. The act or process of debriefing or of being debriefed. 2. The information imparted during the process of being debriefed. Noun 1. session before the end of the consultancy Make sure the consultant summarises the findings and conclusions of the project either in a report or in a presentation. Ensure there are no misunderstandings or errors. 9. Assess consultant effectiveness Check that the new development and procedures proposed are being implemented and properly applied, and that they are not being undermined by old methods and concepts. Discuss with staff concerned any particular difficulties which arise during implementation. Regularly examine the results being achieved and insist on follow-up visits from the consultant at appropriate intervals after completion of the project. How not to manage consultancy services * Do not presume pre·sume v. pre·sumed, pre·sum·ing, pre·sumes v.tr. 1. To take for granted as being true in the absence of proof to the contrary: We presumed she was innocent. that staff will readily accept an outside expert. Be prepared to manage the resentment which may come from staff at the employment of consultants. * Do not lose sight of your most important objectives. * Do not become overly reliant on a consultant. * Be aware that once the assignment starts the work may be left to junior consultancy staff or that personnel may change during the project. Additional resources Books Business consulting: a guide to how it works and how to make it work Gilbert Toppin and Fiona Czerniawska London: Economist in association with Profile Books, 2005 Management consulting in practice: award winning international case studies Fiona Czerniawska and Paul May London: Kogan Page, 2004 Management consulting: a guide to the profession, 4th ed Milan Kubr ed Geneva Geneva, canton and city, Switzerland Geneva (jənē`və), Fr. Genève, canton (1990 pop. 373,019), 109 sq mi (282 sq km), SW Switzerland, surrounding the southwest tip of the Lake of Geneva. : International Labour Office, 2002 Intelligent client: managing your management consultant Fiona Czerniawska Management Consultancies Association London: Hodder and Stoughton, 2002 High impact consulting: how clients and consultants can work together to achieve extraordinary results Robert H Schaffer San Francisco San Francisco (săn frănsĭs`kō), city (1990 pop. 723,959), coextensive with San Francisco co., W Calif., on the tip of a peninsula between the Pacific Ocean and San Francisco Bay, which are connected by the strait known as the Golden Calif. Jossey Bass, 2002 How to use a consultant in your company: a managers and executives guide John J McGonagle and Carolyn M Vella New York New York, state, United States New York, Middle Atlantic state of the United States. It is bordered by Vermont, Massachusetts, Connecticut, and the Atlantic Ocean (E), New Jersey and Pennsylvania (S), Lakes Erie and Ontario and the Canadian province of NY: John Wiley John Wiley may refer to:
An executive guide to employing consultants Richard E Zackrison and Arthur M Freedman freed·man n. A man who has been freed from slavery. freedman Noun pl -men History a man freed from slavery Noun 1. Aldershot: Gower, 2000 Flawed flaw 1 n. 1. An imperfection, often concealed, that impairs soundness: a flaw in the crystal that caused it to shatter. See Synonyms at blemish. 2. advice and the management trap: how managers can know when they're getting good advice and when they're not Chris Argyris Chris Argyris (born July 16, 1923) in Newark, New Jersey, USA, a Professor Emeritus at Harvard Business School, is more commonly known for seminal work in the area of Learning Organizations which was later developed in the best selling The Fifth Discipline by Peter M. Oxford: Oxford University Press, 2000 This is a selection of books available for loan to members from the Management Information Centre. More information at: www.managers.org.uk/mic Organisations Institute of Management Consultancy The Institute of Management Consultancy (IMC) is a Professional Body for Management consultants in the United Kingdom. In January 2005 it merged with the Chartered Management Institute. The IMC operates as a separate division with the CMI. 3rd Floor, 17-18 Hayward's Place, London EC1R 0EQ Tel: 020 7242 2140 www.imc.co.uk British Consultants Bureau 1 Westminster Palace Westminster Palace or Houses of Parliament, in Westminster, London. The present enormous structure, of Neo-Gothic design, was built (1840–60) by Sir Charles Barry to replace an aggregation of ancient buildings almost completely destroyed Gardens, Artillery Row, London SW1P 1RJ Tel: 020 7222 3651 www.bccb.org.uk Management Consultancies Association 49 Whitehall, London SW1A 2BX Tel: 020 7321 3990 www.mca.org.uk All Business Links will provide advice for those considering using a consultancy Business Link 0845 600 9 006 www.businesslink.gov.uk |
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