Consultants are generally viewed as doctors who are supposed to diagnose your organisation’s ailments and suggest relevant remedies. Depending on the ailment, the remedies can range from revisiting oranisational strategic priorities and making necessary modifications to tweaking the business model employed.
In effect, a consultant’s job is to bring significant business change within short time frames. Thus the flexibility to attack a multitude of problems is imperative for the success of any consulting intervention.
Within the current fast paced, dynamic and unpredictable economic environment two ingredients are necessary for any consulting venture to be successful:
This involves the consultant’s ability to implement new insights and pertinent best practices from the industry. Additionally, an easy decision making process while quickly taking stock of difficult situations (both internal and external) are essential components of any probable effective solution, which is ready to be implemented.
World over companies are laying off employees and slashing budgets to deal with the current economic situation. Gone are the days when a consultant would stay for months using his or set 6 steps or 15 topic modules. Today consultants need to conduct effective needs analysis to ensure that they hit the bull’s eye and customize the methodology to quickly turn around the organizational condition.
Of course, expecting consulting to come with a magic wand to make your company the rising star in this age of halted growth is not a pragmatic view either. It is therefore critical for consultants to help the client set realistic expectations and explain exactly what value would their advisory services bring; helping the organisation differentiate mere wishes from what should e the ideal goal in quantitative terms.
This type of collaboration based on a greater degree of trust and a common goal of improving the organisation is necessary to enable the company to survive during these tough times and perhaps even lure customers from a dying competitor.
In effect, a consultant’s job is to bring significant business change within short time frames. Thus the flexibility to attack a multitude of problems is imperative for the success of any consulting intervention.
Within the current fast paced, dynamic and unpredictable economic environment two ingredients are necessary for any consulting venture to be successful:
This involves the consultant’s ability to implement new insights and pertinent best practices from the industry. Additionally, an easy decision making process while quickly taking stock of difficult situations (both internal and external) are essential components of any probable effective solution, which is ready to be implemented.
World over companies are laying off employees and slashing budgets to deal with the current economic situation. Gone are the days when a consultant would stay for months using his or set 6 steps or 15 topic modules. Today consultants need to conduct effective needs analysis to ensure that they hit the bull’s eye and customize the methodology to quickly turn around the organizational condition.
Of course, expecting consulting to come with a magic wand to make your company the rising star in this age of halted growth is not a pragmatic view either. It is therefore critical for consultants to help the client set realistic expectations and explain exactly what value would their advisory services bring; helping the organisation differentiate mere wishes from what should e the ideal goal in quantitative terms.
This type of collaboration based on a greater degree of trust and a common goal of improving the organisation is necessary to enable the company to survive during these tough times and perhaps even lure customers from a dying competitor.
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