CONSULTING LIFE CYCLE

CONSULTING LIFE CYCLE

START

INDEX

OBJECTIVE OF CONSULTING

DEFINITION

cONSULTING VS ADVISORY

ROLES OF CONSULTING

CONSULTING TYPES

kEY CONSULTING VARIABLES

BENEFITS OF CONSULTING

General CONSULTING PROCESS

Closure

Know what consulting is, as well as the process required to carry out a professional consultancy.

Objective

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Respond to the question in Mentimeter - Next page.

What does a consultant reaLly do?

It is a specialized and independent advisory service, in which a profesional supports an organization with the aim of generating specific solutions to its internal problems, through a practical and oriented work methodology.

An Introduction to Management Consultancy Marc G. Baaij

Management Consultancy

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Is a knowledge-intensive service that independent business professional provide to the managers of the client organizations. It consists of:

1. Advice on the client management's decisions regarding the solutions to their organization's problems & opportunities.
2. Assistance with the client manager's tasks regarding the implementation of these solutions.

An Introduction to Management Consultancy Marc G. Baaij

CONSULTANT VS ADVISORIS IT THE SAME?

DIFFERENCES

CONSULTING

ADVISORY

1. Applicable for ongoing challenges on a Business As Usual basis (or long-term Projects).
2. The Advisors can assume leadership roles (ex. strategist) in the client organization.
3. The Advisor doesn't necessarily get involved in doing things.

1. Applicable for specific problems or opportunities on a Project basis (usually short / mid term).
2. The Consultant is usually external to the client organization.
3. The Consultant can assist the client with the implementation of solutions.

An Introduction to Management Consultancy Marc G. Baaij

roles of a consultant

EXPERT MODEL

1. Clients may want an expert to provide knowledge or expertise on their problem or opportunity at hand.
2. They hire these consultants to purchase the required expertise of the consultants. Therefore, this type of consultation is called the purchase of expertise.
3. Clients may also hire expert management consultants if they have already found solutions for their problems. The expert consultants may provide the required knowledge (benchmark information) to evaluate the alternative solutions.

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An Introduction to Management Consultancy Marc G. Baaij

characteristics of EXPERT MODEL

Examples:

• Immigration Lawyer:- Acquiring legal counsel for citizenship or visa application.
• System programmer:- Developing a software program for real-time data quality validation.
• Finance consultant:- Acquiring advises on how to manage thier finances to achieve specific goals (investment or tax-related.

• Client-defined problem.
• Focus on content.
• Limited client involvement.
• Expert intervention.

When to use the Expert Model?

• When the client has a well-defined problem and a clear understanding of their needs.
• When the consultant has the expertise to provide specific solutions.

An Introduction to Management Consultancy Marc G. Baaij

Knowledge brokers & chinese walls

1. The consultants as knowledge brokers distribute non-confidential knowledge from one company to another company in the same industry, or in another sector, ex., the consumer electronics industry to their focal client in the car industry.
2. Knowledge brokering needs to respect clients’ interest and intellectual property rights if it is not to become unethical or even downright illegal. For example, consultants cannot broker a competitive strategy from a direct competitor to their clients.
3. For this reason, management consultancy firms that work for competing clients in the same industry must set up Chinese walls between the consultancy teams working for each client in that industry so they can prevent the leakage of secret and/or sensitive knowledge from one client to a competing client

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An Introduction to Management Consultancy Marc G. Baaij

DOCTOR-PATIENT MODEL

1. Whereas the clients of expert consultants can define the problem or opportunity, the clients of the doctor consultants cannot identify their issues.
2. The client hires a management consultant to diagnose, as a doctor, the client’s situation to define and analyze the problem.
3. Based on the diagnosis, the consultant recommends a solution for the client’s problem just like a medical doctor prescribes treatment for a patient. The name of the consultancy model is doctor-patient consultation.

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An Introduction to Management Consultancy Marc G. Baaij

characteristics of DOCTOR-PATIENT MODEL

Examples:

• Mechanical Engineering consultant:- Helps clients identify and resolve mechanical engineering challenges.
• Building consultant:- Assists clients in diagnosing & remedying various aspects of building projects.

• Client's inability to define the problem.
• Client experiences clear symptoms.
• High level of interaction between client & consultant.
• Dependence of consultants to diagnose the problem & issue a remedy

When to use the Doctor-patient Model?

• When the client is willing to allow the consultant to intervene and is willing to become dependent on the consultant for both diagnosis and implementation.

An Introduction to Management Consultancy Marc G. Baaij

Facilitator

1. The consultants offer a process by which clients may diagnose their problems and/or opportunities, and develop solutions themselves. This is called process consultation and might also be called the do-it-yourself version of consultancy.
2. The consultant in a facilitator role help their clients develop solution themselves. The facilitator do not provide solutions. It is the clients who create the solutions.
3. Process consultation helps to get the client managers and professionals to accept the solutions because they developed these solutions themselves.
4. Process consultation avoids the not-invented-here syndrome of resistance by client employees against solutions created by outsiders.

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An Introduction to Management Consultancy Marc G. Baaij

characteristics of facilitator MODEL

Examples:

• Trainers:- Facilitators can train individuals or groups on specific skills or techniques

• Coach:- Facilitators can provide guidance and support to individuals or groups to improve their performance

• Increase Client's capacity to learn & fix problems.
• More often client presents possible solution.

When to use the Facilitator Model?

• When the client is motivated to work on improvements on an ongoing basis and wants to develop greater capacity for change within their own organization.

An Introduction to Management Consultancy Marc G. Baaij

Other roles

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An Introduction to Management Consultancy Marc G. Baaij

Consulting Types

CONSULTING TYPES

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Consulting

An Introduction to Management Consultancy Marc G. Baaij

CONSULTING by its location

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An Introduction to Management Consultancy Marc G. Baaij

CONSULTING by its location

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An Introduction to Management Consultancy Marc G. Baaij

CONSULTING by its approach

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An Introduction to Management Consultancy Marc G. Baaij

CONSULTING by type of intervention

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An Introduction to Management Consultancy Marc G. Baaij

KEY CONSULTING VARIBLES

KEY VARIABLES which influence success IN CONSULTANCY

Organizational culture

CLIENT ORGANIZATION NEEDS

PROJECT SCOPE, TIMELINE & BUDGET

CONSULTANT EXPERTISE

Consultants need to manage their time effectively and ensure they are using their resources efficiently.

The consultant should have a proven track record in the relevant industry or area of expertise.

Consultants must clearly understand the client's challenges, goals, and specific needs.

Consultants often need to help clients navigate organizational change, which requires effective change management strategies.

An Introduction to Management Consultancy Marc G. Baaij

KEY VARIABLES which influence success IN A CONSULTANCY

cOMMUNICATION & COLLABORATION

Information Technology:

Flexibility and adaptability

Stakeholders' interest

Consultants should communicate effectively with the client. Building strong relationships with key stakeholders is essential for success.

Consideration of all stakeholders' interests is important for ensuring that the consulting project is successful and sustainable.

Consulting projects often require adapting to changing circumstances and client needs.

Leveraging technology can improve efficiency and effectiveness in consulting projects.

An Introduction to Management Consultancy Marc G. Baaij

BENEFITS OF CONSULTING

BENEFITS OF CONSULTING FOR CLIENT ORGANIZATION

Increase PRODUCTIVITY & PROFITABILITY

Reduce COSTS AND EXPENSES

Streamline PROCESSES & RESOURCES

Reaching NEW MARKETS & expanding customer portfolio.

An Introduction to Management Consultancy Marc G. Baaij

GENERAL CONSULTING PROCESS

CONSULTING PROCESS

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The consulting process is a joint activity of the consultant and the client aimed at solving a specific problem and implementing the desired changes in the client's organization.

An Introduction to Management Consultancy Marc G. Baaij

EXAMPLE OF CONSULTING PROCESS

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An Introduction to Management Consultancy Marc G. Baaij

THANKS