There are many opinions about consultants. Some people can’t imagine modern life without them, others associate them with insects swarming in the bodies of corporations and firms. Many institutions rely on external consultants not only for advice but also for help in diagnosing and developing strategies related to common and uncommon challenges in a whole host of areas. Ideally, a consultant brings a fresh perspective, best practices from other companies, problem-solving skills, and cost-effective ways of managing the resources. That description paints a rosy picture.
But unless institutional leaders assess their needs clearly and choose consultants wisely, the experience can be an exercise in futility. So, are consultants really needed or companies can overcome difficulties alone? If we go back in the history, the first consulting firm Arthur D. Little (named after its founder) was established in 1886. Mr. Arthur was a chemist from MIT and he is mostly renowned for discovering acetate[1]. Modern consultants are probably not very familiar with Mendeleev’s periodic table, but they have graduated from the best business schools. What can they offer to the clients?
One of the most controversial questions is – why do consultants teach others how to make business instead of making it themselves? This doubt really exists. However consultants’ experience differs from the experience of practising managers. I really like the comparison made by Cyril Parkinson, a famous business-theorist of the 20s century and the author of the law named after him. He compared a manager with a captain who has worked all his life on his own vessel. A consultant is the captain of a rescue vessel, who every day faces calamities and wreck of other vessels.
The Business plan on Purchasing a Small Business
OutlineI. Deciding to buyA. Why buy a small business?B. Starting out-the nine stepsC. Initial details to consider 1. Are partners needed?2. Economic factors3. Is the location acceptable?4. Tax strategyII. Where to startA. How much income is needed?B. The “Thirteen Steps” to acquiring a businessIII. Locating a potential purchaseA. The Acquisition PlanB. Beginning the search-who can help?III. ...
Thus, a consultant is not as good in everyday business management as a director, but he is irreplaceable in crisis or difficult situations, or when a company must make a choice. There are particular situations when it’s particularly advantageous to enter into relations with consultants. Many companies face a situation when they need neutral, objective party who is not living the company’s culture every day and has no agenda. Sometimes, in order to understand, what’s wrong in a company, performance review of its president is needed.
The only internal candidate for the role would have been the head of HR. But in general this person has been working with the president every day and his or her estimate would be rather conditional then objective. But when a consultant comes he doesn’t care much about your position in a company, for him a president and a secretary are absolutely the same. A consultant can bring best practices to the table based on the perspectives gained in working with other organizations and can advise leaders on alternative courses of action from the vantage point of a neutral outsider.
However, many consultants can’t find a key to open the door needed for the company. To demonstrate their irreplaceability consultants put out the whole bunch keys, which they used in situations, described in various books or used by more experienced colleagues. Unfortunately, this method won’t work. Companies need new solutions, bold ideas and that’s what they want from a professional consultant. If external expertise is needed, the process of selecting the right consultant should be as rigorous as hiring a new leader.
In addition to the homework necessary to find a suitable consultant, internal research is required to make the engagement a success. First, understand the organization’s culture and history relating to the use of consultants. An investigation into how consultants were used in the past may reveal that one or more already tackled very similar projects and their recommendations were never implemented. Was it because their work was not credible, or because they met with resistance or inertia?
The Term Paper on Problem Solution: Global Communications
Global communication is an operating in the telecommunication industry which provides communication solutions to customers worldwide but currently it is under tremendous pressure and uncertainty as the company is facing challenges pertaining to the rights of its stakeholders and increasing competition in the industry that has left GC behind other companies. This company is getting adversely ...
If a new engagement proves necessary despite prior efforts, the previous reports may be useful to the new consultant as a baseline. So, are consultants needed? I think they are, but not always and not for all situations. Very often people ask for help when they just don’t want to solve a problem themselves. Of course, it much easier to ask your elder brother to do a sum instead of trying to tackle it yourself. However, a wise brother won’t give you a direct solution. He would give some hints, advice but it will be you to find a final result.
The same is about companies. They should do their best in finding solution to a problem and refer to consultants only when found themselves in a tight corner. In order to succeed both in life and business it is very important to treat problems as not problems but tasks or even opportunities. Success is measured in results and does it really matter, how you managed to get the result, with a consultant’s help or by yourself?
