Consulting is more than giving advice
“Of all the relationships that executives enter into with outsiders, perhaps none is so tainted by misunderstandings as the engagement of management consultants. To executives, consultants may seem concerned mainly with prolonging their assignments and unable to appreciate the practicalities of managerial issues. Conversely, consultants may see their clients as short sighted and lacking the backbone necessary to make important decisions. How can such sterotypes be done away with?” Arthur Turner in Harvard Business Review, Sept 1982.
The types of consulting projects that we excel at
are those which tend to be the ones that the client receives the most benefit: Improving organizational effectiveness.
Consulting’s eight fundamental objectives arranged from most traditional to most complex, more ambitious purposes:
- Providing Information to a client
- Solving a client’s problem
- Making a diagnosis, which may necessitate redefinition of the problem
- Making recommendations based on the diagnosis
- Assisting with implementation of recommended solutions.
- Building a consensus and commitment around corrective actions.
- Facilitating client learning – that is, teaching client how to resolve similar problems in the future.
- Permanently improving organizational effectiveness