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5 tips to Educate Executives on How to Get the Best Support They Need

When you decide to work with a Consultant, one of the main goals is to generate the most value. But measuring value can be a tricky task. But what is exactly the value Consulting bring to their clients? What are the benefits to work with Consultants? How do you optimize your relationship with your Consultants?

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Lean Banking Can Transform Your Institution. Don’t ignore it.

Let’s start with the great news – financial institutions that are leveraging Lean banking operations achieve up to 30% cost reduction within 2 years, and are maintaining cost-efficient operations better than the average in the industry.
Lean processes are being adopted globally by organizations prone to inefficiency that are negatively affecting their earnings.

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3 Essentials When You Present Your Proposal to the Client

Sweat trickled down Bernie’s neck.
He sat in the lobby with his briefcase balanced on his knees, panicking.
His meeting with the client was scheduled for 3pm. It was now 3.09 and no sign of the client. None of this waiting around was doing his nerves any good. The longer he waited, the more time he had to forget his practiced lines and get his thoughts jumbled.
Bernie was a top-notch consultant. His clients loved him. Whether it was improving processes, cutting costs, or finding efficiencies in already super-streamlined processes; Bernie worked magic on his clients’ businesses.
His firm held him out to their other employees as the bright light; the example that everyone else should follow. They proudly shared feedback they had received from customers about the projects Bernie had worked on. Not a year had passed where Bernie hadn’t been the recipient of a huge bonus.
People who had worked with Bernie knew he was good, but they also knew about his weakness.
Bernie was deathly scared of public speaking. When it came time to do presentations, Bernie went from hero to zero. And this was a big problem… Because, for Bernie to work his consulting magic, he first had to present the client with a proposal and convince them that he had some magic tricks to share.
That’s where Bernie found himself right now. Sweating up a storm in the lead up to a presentation to convince a client he was the confident, self-assured guy for the job. The thought of “being confident” brought the sweat in gushes.
At 3.14 the receptionist called his name. “Apologies for the wait, Mr. Jones. Mr. Grisham will see you now in room 3.”
Bernie’s heart rate shifted from “fast” to “gallop”. He picked up his things, dropped his briefcase, picked it up again, and then made his way to meeting room 3.
*
Unless he’s very lucky, Bernie’s presentation is going to be a tough one. Have you ever found yourself in Bernie’s position? Feeling as though if you could just get past the presentation part, everything else would be a breeze?
Next time you have a proposal presentation coming up, focus less on your anxiety about public speaking and your fear around making mistakes. Focus instead on the people you are speaking to and how you can help them. This will not only improve your presentation, it will also reduce your nerves.
If you want to get your next proposal accepted by the client, here are 3 essentials for your presentation:
1. Empathize with your listeners
When you have a presentation to do it can be tempting to just want to “get it done”. You rush through it as fast as possible because you know you’re going to feel more comfortable when you get to the end.
There’s a big problem with this approach. You’re focused on yourself, not your audience.
When you focus on yourself in a presentation– how you feel, who’s judging you, how embarrassing this is –the message of who you care about is transmitted loud and clear to your audience.
When the audience understands you don’t care about them, and that you’re just trying to “get it done”, they disengage from you and your message.
To keep the audience with you, to influence and persuade them, you need to empathize with them.
That means focus on them. Forget about how you feel and focus on how they feel.
In the lead up to, and during, your presentation, think about the audience. Put yourself in your audience’s shoes. When you do this your presentation will be better received.
2. Clearly outline the benefits of your proposal
If you don’t tell the client what’s in it for them you give them no reason to listen to you.
You start out with their undivided attention, so don’t squander it by not showing them explicitly how their lives will be better.
Talk about the benefits of your proposal rather than the features.
Let’s look at a TV remote as an example.
Imagine you’re selling TV remotes, back when they were first introduced.
Selling on features sounds like, “This button changes the channel. This button switches the TV on and off. The infra-red beam has a range of 10 feet.”
Selling on benefits sounds like, “Now when you want to change channels you can do it while you sit in your comfortable sofa, enjoying your beer.“
Benefits beat features because you’re building an image in your customer’s mind about how their life is going to improve.
3. Contrast before and after
Another way to paint a clear picture for your client is to contrast before and after.
Outline for your client the problems that they are currently experiencing and then show them what they can expect once they have accepted your proposal.
In summary, when you empathize with your client, you show them how they can benefit from your proposal, and you contrast before and after you set the stage for a winning bid.

How to enjoy the value creation process

Welcome Professionals…
…as a top management consultant, we all want to create perfect results for our clients. But striving for perfectionism can actually constrain our value creation process.
For a long time in consulting business, I concentrated on achieving perfect results. At my former employer, we were especially great at pointing the attention to areas that were not perfect, yet. Each time when my project leader or partner or eventually the client found some flaws in my work, I used to beat myself up for that. I interpreted every necessary additional iteration loop as a defeat. I was striving for perfectionism.
Years later I was able to discover the drivers behind this behaviour and change my point of view. I recognized that it makes me very unhappy over time to strive for the perfect end product. The end product will never be perfect and if it was, I would already be busy with the next big thing. By having this tendency, it would be impossible for me to stop working and feel satisfied about it.
Today my motivation is different. I commit to delivering the best value I can in a given amount of time. I set time slots for me to work on a specific project and then do the best I can. I embrace opportunities for iteration, because it helps me improve my work. As an additional positive effect, it takes my client on a journey through my value creation process. Communicating intermediate steps and results makes my client value the work much more.
Everyday I try hard to concentrate on the value creation process! I am not attempting to create a perfect end product, but to give my best. Hopefully, that comes close in the end.

Safari in Consulting #1: CAUSA Consulting

Company Background
CAUSA is a small management consultancy specialized in strategic consultancy, sales enablement and communication. with offices in Berlin, Brussels and Wiesbaden, the company has extensive experience working with clients in commerce and politics on a European scale as well as on an international basis.

The company’s activities focused on innovative growth strategies and their analytical, structure and communication-oriented aspects. Having an international network with consultants in Brussels, Copenhagen and Washington D.C., as well as other partner organizations guarantees qualified support on the spot and an on-going exchange of experience.
The staffs have many years of experience in the public sector, as well as knowledge and competence acquired in private enterprise. The company’s clients include international and export-oriented SMEs, public institutions and listed companies.

Interview with Dr. Schössler, Managing Partner, Co-Founder

With decades of experiences working in both the public and the private sector, I developed the expertise in commercial, industrial and political consultancy. I founded CAUSA to better assist both sides with their growth and development initiatives.

Dr. Martin Schössler
CEO of Managing Partner, Co-Founder

Why did you found CAUSA and what were you driven by?

While working for The Economist Intelligence Unit (Martin was responsible for the Government and Financial Sector in Germany) I noticed that many clients wanted to go “beyond thought leadership” and not solely rely on whitepapers and studies. I was driven by the interest to establish a novel, hybrid business model in between the private and public sector where strategy consulting and outreach measures can be brought to the full effect for our clients. We also followed the request of our first client, SAP, to help them position one of their products for the public sector.

How does the company keep its niche positioning in the market and continuously generate values?

We need to constantly innovate. Over the years we have continuously progressed in our portfolio which includes now also digital assets and brand / platform development (for example https://www.luftfahrtistinnovation.de/ ) and we have also been of course challenged in a positive way by our clients which have quite complex tasks at hand, operate in a global context and need to keep track with the digital transformation. Very often, for instance when we won our first mandate from a top global Chinese IT company, we had to very quickly deliver results while still getting to know the finer cultural aspects which are quite important when you work so closely together. We spend a lot of time looking for the right people for our organization and we have started to focus more on C-level assignments and larger transformative projects where we support our clients for several years, including sparring and coaching elements.

What is the top piece of insight you have for the Safari in consulting readers -many of them are executives of companies and consultancies?

The business impact of government is often overlooked, yet the second most impactful element when it comes to business success. Executives should spend more time with government representatives and vice versa, the cultural divide is surprisingly large and growing due to the ongoing specialization in both sectors. The public sector is also a much more interesting and rewarding client when it comes to services and products that can be offered from the private sector in contrast to the public image. It is also able to provide an excellent context to large-scale implementation of new services and platforms, especially in IT which at this scale is simply not possible in the private sector. So at first i would suggest raising the level of interaction with public sector and government representatives, and second increase the effort to sell to the public sector – the reward will be substantial and also the learning when it comes to societal and foreign policy and security policy issues.

How do you see the future of CAUSA? What hopes/expectations do you have for the company?

We will further expand our portfolio to establish our own platform where we can deliver much improved law impact prognosis for our clients, organized in agenda streams, like automotive etc. This will be a separate business that we will launch in 2018, so we are happy to welcome the first beta testers from early summer. My aim is also to add more skilled partners at the company and expand our business to add mandates in the SME space. We will also expand our sales enablement platform where we have generated substantial new mandates which we will be able to announce in April.

Lastly, what advice do you have for students who are hoping to launch a career in Consulting?

Try to establish your own business before joining a larger firm or work / serve in a versatile field like government or even sports or the military. Also, in your studies, don´t stop at the Bachelor level and do a maximum of two – but meaningful – internships. Try to publish your ideas on how to improve specific items of public interest and engage in political debates early on to get an impression of the full societal spectrum. Also, everything you ever thought about as a kid is now possible as a job ,-)

For more information about the company, visit http://www.causa-c.de.
Are you a niche consulting firm that would like to be featured? Or do you know any interesting consulting firms we should reach out to? Let us know! Contact us at: info@consultingquest.com
For more specialist consulting firms, you can check out our Global Directory –with over 3000+ consulting firms around the world.

Go to the Global Directory

Self-Diagnostic to Improve the Management of Your Consulting Spend

Do you currently employ consultants on a regular basis? Perhaps you consider consultants a negligible part of your budget and overall business strategy—there for small, niche projects when you need them and gone as soon as that business is concluded. However, from our experience, consulting spend can represent millions of dollars for companies, and if not properly managed (or managed at all), you’ll miss out on the strategic opportunities a consultant can provide.
Today, we are going to look at a self-diagnostic to improve the way you manage your consulting spending. We will look at four key areas in which to assess your current management approaches: scope, panel management, performance management, and sourcing.
1. Scope
When considering the scope of consultants in your day-to-day and annual business, ask yourself these questions.

Do you know the amount your company is spending on consulting on a yearly basis

The first step toward improving the management of your consulting spend is to be sure you know just how much you are spending, on average, each year. Knowing this number will put in perspective for you the part consultants play in your business and allow you to better evaluate whether or not you’re seeing a strong return on your current investments.

What special skills do the consultants you employ possess?

More importantly, what skills do your consultants provide that add value to your business and to various projects? Look at the areas in which you are seeking the help of a consultant. What activities could be done in house? What about out of house? Are you hiring consultants that fill important skill gaps in your current personnel? Consultants should fulfill a specific need within your company, whether that be a new perspective, a special expertise, or a greater authority. Understanding this will help establish the scope of consultants you are currently working with.

Manage your Consulting Spend

…successful companies apply a sound financial management principle: hiring external consultants has to bring more value than leading the project internally.
Read More

How does the work of your consultants align with your key strategic needs?

What are your needs this year, and from year-to-year? In order to manage your consulting spend, you need to understand how your consultants’ skills align with your business’s needs. When looking at your consulting spend with through a strategic lens, does your resource allocation align with your strategic intent? Are there areas where you could reduce costs? Areas where you should invest further? Too many companies tend to allocate their consulting budget in the same way every year, when a dynamic resource allocation would be better suited.

What is the rationale for using consultants?

There are many valid reasons for hiring and maintaining ongoing relationships with consultants. Be sure you understand your own. Maintain clear perspective and encourage (or even demand) that departments keep you apprised of their rationale behind hiring a new consultant. You should always be able to answer these two questions before bringing a consultant on board: “do we need this person?” and “why?”
2. Panel Management
When evaluating consultant panels and their usefulness, ask yourself these key questions.

Do you know how to qualify a supplier to a specific project?

Ideally, you should have a process in mind to evaluate a prospective supplier for each project. Less than ideal, perhaps, you have a list of prospective consultant suppliers and tend to go to one or two of your favorites, without weighing specific specialties and strengths, but simply trusting their reliability. Be sure you understand what each of your potential suppliers is bringing to the table and how that might complement a specific project.

Are you using a panel of qualified suppliers?

Do you have a ready-made panel of suppliers who you know to be experts in fields you need for your business? Perhaps you do not. Check in with your departments and find out how they access qualified services, and make sure that they have a predictable, responsible source of talent. Vet your suppliers to ensure that you are getting reliable and highly qualified consultants.

Do you easily find the expertise you need?

When the need for a consultant arises, are you able to quickly and easily find the best consultant or consultants for the job? Ideally, for any highly technical requirements, you should have a trusted advisor you can turn to for guidance that will have a selection of candidates on hand. With the right partner, it should be simple to access qualified consultants with the expertise you need.

Are your usual vendors always available to provide necessary expertise?

Consider this question carefully. Review past projects and times you needed third-party expertise from your trusted vendors. How did it go? Were your suppliers there when you needed them? If things did not go well, then that is a sign that you need to look at panel management and revise your approach, perhaps your panel list, and almost definitely, your process for soliciting the expertise you need when you need it.
3. Performance Management
Once you have the consultants you want, doing the work you need, you still need to monitor their performance. Here are some questions to ask regarding the performance management process.

Do you manage the performance of your suppliers?

Ideally, you should be, but the reality is that such performance management may be slack, especially in long-term business relationships. If you are not managing performance, or if that management is ill-defined, here is where you need to start. Set up benchmarks for the performance of your suppliers and be sure that they are meeting those expectations.

Do you know how to qualify a supplier to a specific project?

Ideally, you should have a process in mind to evaluate a prospective supplier for each project. Less than ideal, perhaps, you have a list of prospective consultant suppliers and tend to go to one or two of your favorites, without weighing specific specialties and strengths, but simply trusting their reliability. Be sure you understand what each of your potential suppliers is bringing to the table and how that might complement a specific project.

Are you using a panel of qualified suppliers?

Do you have a ready-made panel of suppliers who you know to be experts in fields you need for your business? Perhaps you do not. Check in with your departments and find out how they access qualified services, and make sure that they have a predictable, responsible source of talent. Vet your suppliers to ensure that you are getting reliable and highly qualified consultants.

How Much Could you save on your Consulting Spend?
Take the test to assess your Consulting Procurement Maturity and the potential Savings you could expect
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Are you usually satisfied with the ROI of assignments?

Another key indicator of a good or bad business relationship is whether or not your are seeing a strong return on your investment. If you are keeping an eye on costs and scope, here is where you can follow up, by making sure that your consultants are justifying their cost. If you are not consistently satisfied with the ROI of consulting assignments (and how can you know unless you are monitoring), then you are not properly managing your consulting spend.

Have you benchmarked consulting costs with your peers?

Once you know the costs of your consultants, and what you are getting for your investment, it is important to make sure that you are still running lean and staying competitive. As with any expenditure you make, compare your spending to that of your peers. If you are spending more than others in your industry on consulting services, take a look at your process and see where it might be improved. Also, if you buy large amounts from the same vendors, are you getting the rebates you should?

Do you provide detailed feedback to your consultants?

Communication works best both ways. Whether for good or for bad, a reputable consultant will appreciate honest feedback. Clear communication allows you to improve your business’s bottom line and the overall business-consultant relationship. It may be easier to provide a list of requirements and say nothing until the work is done, but detailed, regular feedback can go a long way toward ensuring the project gets done right, the first time around.

Do you discuss feedback to improve your relationship with your consultants?

Once you have provided feedback, to maximize the effect, consider setting aside time to discuss what you have found. Give time for the consultant to ask his or her own questions. Again, good communication goes both ways. With solid metrics and a plan in mind, you have what you need to improve your relationship for this project, and for future projects to come.
4. Sourcing Process
The last area of concern, with respect to your consultants, is how you are managing the sourcing process. To diagnose the effectiveness of your current sourcing process, ask yourself these questions.

Do you have a process to acquire consulting services?

Having a clear plan in place for how you acquire consultants is imperative to improving your consulting spend. This process should be in writing and followed by all departments involved with the hiring of consultants. If you have gone through all of the above self-diagnostic questions, consider formalizing your process in writing, if you have not already. Also, make sure a professional buyer is involved in the process.

Do you have frame contracts set up with your major suppliers?

Once you have everything else in place, you should have general frame contracts with consultant suppliers with whom you do regular business. In this way, you can set up general fees with understood benchmarks, generate volume and loyalty based rebates,  and minimize your procurement time later.

Do you include performance in your criteria of choice?

When discussing with your suppliers the criteria you have for consultants, be sure that they are taking performance on past projects into account. A good supplier should be thoroughly vetting their candidates and checking references from previous employers to ensure that their consultants have the experience and positive track record they say they do. Don’t let performance abilities be pushed aside by other, seemingly more important criteria.

Do you systematically use Confidentiality Agreements when discussing your needs with consultants?

Even before you hire a consultant, in the course of discussing your needs, you may need to divulge privileged proprietary information. Make sure that your sourcing process includes a confidentiality clause, so that your competitors – and others – will not know what you are doing and why.
If you have answered “yes” to most of the questions in this self-assessment, congratulations! You are among the 7 percent of buyers who consider themselves fully equipped to manage their consulting spend. However, more likely, you have probably just realized that you now have a blueprint to improve your performance, generate tremendous savings, and get more value from your consultants.
At Consulting Quest, we aim to improve the overall performance of the consulting industry by carefully vetting our consultants and working closely with both consultants and businesses to facilitate more positive working relationships. We understand that there are many moving parts to effectively managing your consulting spend. If you found this self-diagnostic useful, please let us know how it helped and what you have done with it.

The African Market Structure is still driven by the large Companies

Welcome to the fourth issue of our Blog Series -“Exploring the African Consulting Industry”. In this series, you will learn “everything-you-need-to-know” about the African Consulting market through a set of fun infographics. In the previous issue, we discussed that the Top Three Capabilities in the African consulting market are Strategy, Human Capital and Operations. The total number of capabilities covered on average is 2.5 and almost a quarter of the consulting firms is specialized in only one capability.
In this issue, we will take a look at the top Consulting industries the region and how they compare to those on a global scale.

The Industries
According to Consulting Quest’s research and data from the Global Directory, the Top Three Industries of the African Consulting market are 1) Financial Services; 2) Health & Life Sciences and 3) Energy & Environment. Interestingly, the consulting offering does not reflect the local needs, which are primarily rooted in Agriculture, Natural Resources and  Financial Services.
In addition, over 14% of the consulting firms in Africa are specialized in one industry, yet the total industries covered on average is 6.3. This finding is congruent with our previous observation that large global Consulting Firms are over-represented in the region compared to the rest of the world.
This post concludes our series on the African consulting market. In the next series, we will shift our focus to the Consulting market in Asia-Pacific and explore the unique consulting offering there. Stay tuned!

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Consulting Quest Global Directory

Consulting Quest Global Directory is the World’s Largest Professionally-Managed Directory in the Consulting Industry. Searchable by consultancy name or by region, capability or industry, it lists and describes more than 6000 consultancies worldwide, with links to their websites and social media channels. With such a powerful database, we decided to dig deeper into the directory and analyzed the consulting offering in each of the following regions of the world: North America, Europe, Middle East and Africa, Asia-Pacifics and LATAM.

The African Consulting Market is focused on Strategy and Human Capital

Welcome to the fourth issue of our New Blog Series – “Exploring the African Consulting Industry”. In this series, you will learn “everything-you-need-to-know” about the African Consulting market through a set of fun infographics.
In the previous issue, we discussed that Large Consulting Firms (with 1000+ employees) make up one-third of the consulting firms in Africa. Despite the strong presence of foreign companies in the region, 57% of the consulting firms are in fact only based in Africa, and almost half of the companies have less than 50 employees.
In this issue, we will take a look at the top capabilities of the Consulting Firms in the region and how the figure compares to that on a global scale.

The Capabilities
According to Consulting Quest’s research and data from the Global Directory, the Top Three Capabilities in the African consulting market are Strategy, Human Capital and Operations. Technology, being the most common capability among large companies (with 1000+ Employees), is the #4 biggest capability in the region, while it is only ranked #6 globally.
The total number of capabilities covered on average is 2.5. Interestingly, however, almost a quarter of the consulting firms in Africa is specialized in only one capability. Niche, local and small consulting firms are on the rise.
In the next issue we will dive into the Industries of the consulting offering and explain how the overall consulting offering is not reflecting yet the local needs.
 

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Consulting Quest Global Directory

Consulting Quest Global Directory is the World’s Largest Professionally-Managed Directory in the Consulting Industry. Searchable by consultancy name or by region, capability or industry, it lists and describes more than 6000 consultancies worldwide, with links to their websites and social media channels. With such a powerful database, we decided to dig deeper into the directory and analyzed the consulting offering in each of the following regions of the world: North America, Europe, Middle East and Africa, Asia-Pacifics and LATAM.

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Consulting Playbook: Implementation of a Client-Centric Organization

If your company is left behind on the ever-changing market environment, and struggles with new business models that can increase growth and profitability, you might need to look at the benefits of a Client-Centric approach.
The Obstacles Were Starting to Pile
An organization had to deal with slow growth in a mature market and find ways to expand market share and promote growth. An increased level of competition made their competitiveness subpar. In addition to this, the company had to deal with poorly mobilized staff, and employees who seemed to have lost their drive. The company at the time also had a disjointed organizational design with increased complexity resulting in higher operating costs, duplicate efforts, and poor overall performance.
Recalibrating Your Focus
Accustomed to analyzing problems through an alternative lens the consultant was able to add tremendous value by providing insights in the areas of developing a new value proposition centered around service and quality of life on a daily basis. Focusing on the client, the organization would become better equipped to compete in the new market environment. The consultant was also able to improve the organization’s competitiveness by implementing a new performance management framework.
The course of action included a 3-Phase approach in executing the project. Phase One consisted of a thorough assessment which comprised of direct and open communication. A key factor in understanding leaders’ perspective was the series of dynamic interviews. The conversation addressed operational and functional levels of the company. An in-depth cost analysis and identification of drivers was performed. Furthermore, an assessment of the levels of services provided to functions and the associated level of satisfaction was conducted as well as an evaluation of the employee and staff mobilization and motivation levels.
In Phase Two, the focus was on creating the New organization – from conceptual to final design. Establishment of main design principles for a target organization by the Executive committee, detailed design developed with specific working groups, and an agreement on the final design and development of implementation plan was accepted.
Phase Three, arguably the most important one, was the Deployment of the new strategy.
The Impact on the Business
The project resulted in a more flexible and decentralized business structure accomplished through staff and employees interacting with clients, becoming more accountable and motivated.  There was a realignment of key functions in contact with clients as well as a transfer of functional resources towards operational decision centers. A new business model was developed improving upon the business processes with the support of a new Governance system and a better cost tracking mechanism leading to overall cost reductions.

Additional Information

Create an Agile, Responsive, Client-centered Organization
Many businesses today want fast and bulletproof solutions to every issue or problematic stats that do not satisfy expectations, but many times the most viable solutions are hidden in plain sight. You only need to know where and what to look at. However, in a fast paced environment, it’s the large organizations that are often sluggish to stay in tune with the ever-evolving demands of the most essential party in their business model – the clients.
Your executive team might be brilliant and come up with ideas and solutions that can benefit all parties, however in practice it might take years for these ideas to get an implementation.
This issue has been explored in countless studies and it truly represents a concern. A number of prominent executives have shared their views on the topic.
How can your organization become more responsive to clients’ needs?
The top barriers that you need to address are:

Complexity – Simply said the bigger the company and the customer data base, the harder it becomes to adjust and respond to changes, trends and new demands.
Fear of Change – Change in business as in life, is inevitable. There is nothing to fear if you can adequately respond and adapt to change. However, it is human nature to feel more comfortable with the status quo, but if you would like your business to grow and thrive, you should welcome change.
Different clients at different points of their product or service lifecycles. You need to be aware that each client is unique and might be at a different point of their product or service cycle, therefore they will require customized approach from your organization. Your ability to change might be directly related to the speed of that cycle.
Lack of knowledge and communication with your client. You need to know your clients well, and ensure you have an open, timely and efficient communication. This alone can make a big difference on your business relationship and affect your long-term prospects with each client.
Lack of understanding the changing environments – Markets and economic conditions continuously change and it is one thing to be aware of changes, but a whole different thing to have a strategy and update your tactics to deal with them.

For further reading:
– How to Create a Customer Centric Strategy For Your Business
– 7 Secrets Of Building A Customer-Centric Company Culture

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About The Consulting Playbook

The Consulting Playbook is a collection of posts designed to offer insights into how businesses and their executives can utilize consulting as a strategic lever to boost performance. Each Consulting Playbook post is broken down into a few elements: Case Study, Additional Information regarding the technical application, and Additional Links related to the topic.

An African Consulting Industry still dominated by Foreign Companies

Welcome to the second issue of our New Blog Series – “Exploring the African Consulting Industry”. In this series, you will learn “everything-you-need-to-know” about the African Consulting market through a set of fun infographics.
In the previous issue, we discussed that the size of the African consulting Industry to be $2.2 billion. Although the size of the market is relatively small from a global perspective, it has grown strongly over the past years, with a 6.3% growth rate. In this issue, we will dive into the sizes of the consulting firms in the region and how they compare to those on a global scale.

The Company Landscape
According to data collected from the CQ Global Directory, Large Consulting Firms (with 1000+ employees) make up 29% of the consulting firms in Africa. This figure is significantly higher than the global average, which is estimated to be around 10%, meaning Large Global Consulting Firms are over-represented in Africa compared to the rest of the world.
Despite the strong presence of foreign companies in the region, 57% of the consulting firms are in fact only based in Africa, and almost half of the companies have less than 50 employees. This shows that smaller niche local companies are on the rise.
More insights on why large companies make up one-third of the consulting firms in Africa will be presented in the next two issues, in which we will look into the Industries and Capabilities of the consulting offering in the region.

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Consulting Quest Global Directory

Consulting Quest Global Directory is the World’s Largest Professionally-Managed Directory in the Consulting Industry. Searchable by consultancy name or by region, capability or industry, it lists and describes more than 6000 consultancies worldwide, with links to their websites and social media channels. With such a powerful database, we decided to dig deeper into the directory and analyzed the consulting offering in each of the following regions of the world: North America, Europe, Middle East and Africa, Asia-Pacifics and LATAM.

Selling Consulting is not always a volume game

A Day In The Life Of An Overworked Consultant
It’s early in the morning, and you roll out of bed. You take 20 minutes to exercise and grab a protein shake, when your day really begins.
Open your email and start prospecting. Rush to your first of four meetings with clients and potential clients. Through the dizzying buzz of a typical day, you barely have time to eat, as you manage your own website and marketing, your content delivery, and plan for your customer’s needs. By the time the day has flown by, you drop into bed knowing that you have four hours before you start it all over again tomorrow.
Whether you’re a single consultant building a niche consulting boutique or you’re part of a big consulting firm, this is the busy day you often face. You’re running from one activity to another, marketing your consulting expertise, prospecting clients, and working with current clients. You often don’t have time for planning or reflection.
When Less Is More
No matter the size of your organization, there is a limit to the time your team has in each day. Many consultants are great at helping their clients outsource key non-core activities, scheduling, and creating for others a business that is focused and cutting edge.
But consultants rarely have time to do the same things for themselves. Your business involves helping other businesses manage their operations and planning, but your own time management is lacking in both your business life and your personal life. Often, the important activities of planning, rest, and recovery all get put to the side when you invest all of your time working.
That’s why it’s important to remember that sometimes, you must sell less to sell better. When you have the energy and focus you need, you can build great product funnels and create value for your clients. You’ll have the space to engage each customer at full capacity.

Build A Consulting Business That Allows You To Focus On Your Strengths
Most of the consulting industry is ruled by large firms, and many medium-sized consulting firms are just vying for the right to be bought out by the larger firms. How are smaller consulting firms to compete?
For consultants wanting to break into the market, it is important to utilize the power of networking with consultant brokers. These are the firms that work with executive search committees to find the right consultant for different jobs. The brokers can review your consulting goals and achievements, and match up clients’ and consultants’ price points, expertise, and needs.
This model of networking and business building creates an opportunity to specialize in the areas you are most passionate about, to charge the right amount per customer, and to grow your business through providing excellent service to each and every customer. Focused consulting gives you the ability to create happy customers. And the only way to do focused consulting is with a less-is-more attitude.
With this disruptive strategy added to your business plan, you’ll reduce the time spent on bringing awareness to your potential clients and instead focus on delighting them with excellent consulting.

Grow your Consultancy

While most of us are more comfortable sending out written material than we are standing in front of an audience and presenting our ideas, having your team pitch its proposal can be incredibly effective.

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Know When To Outsource
There are many situations in which it makes better sense for you to outsource. By outsourcing the right tasks, you’ll free up your time to grow your business, to increase your productivity, and concentrate on doing quality work for your current clients.
Hire others to take care of low value-added tasks — those tasks that are not essential to what you do, and that are easy to delegate. Delegate tasks like day-to-day office responsibilities. And don’t be afraid to hire a subcontractor or refer to a broker, if you’re consulting in an area in which you don’t have the expertise.
Knowing when to outsource and when to delegate is an important part of freeing up your time to be more productive.
Network, Outsource, And Reinvigorate Your Business
As “no” becomes an answer you can afford to give clients, you can also afford to say “no” to urgent activities that are not key to your business focus.
Focusing on how to deliver high-quality service to the right people gives you the freedom to outsource your marketing and PR activities to others. As you outsource the activities that used to fill up your schedule, you’ll have more time to focus on reinvigorating your business — and yourself.
The following benefits will flow naturally out of a focused business plan with proper outsourcing:

You’ll Be Better At What You Do. Ultimately, you’ll positively impact your bottom line. You’ll have the time to build an excellent reputation for yourself, you’ll acquire experience and become a reference in your field. With the ability to give more valuable advice, you’ll be able to price your fees accordingly.
More Time For Professional Development. Every Stay up-to-date and current in your field. Allow yourself the time to read and write articles, attend conferences, and become a knowledgeable resource for others.
More Time To Strategize. Each activity you do can be improved, but you don’t always have the time to examine the best way to improve your work. Taking the time to strategize is necessary. Figure out how something can be improved and really think about the answer.
More Time With Your Clients. When your business life is made up of constantly clamoring for more and more clients, your current customers can easily be left by the wayside. Analyze how your current customers can better be served, and build a relationship with them. By strategizing, you can take the time to let your consulting product grow naturally through the rest and restart cycles of organic growth.
Time to Expand. Expanding your business can actually be detrimental if you don’t have the time to reflect on how changes are impacting current best practices. You must plan how to integrate an expanding business with your current consulting passion, and plan out the who, what, when, where, and how of your expansion plans.

And ultimately, you’ll have more time for yourself! But we think you know what to do with that.

Consulting Playbook: Optimizing Efficiency with New Progressive Attitudes

The Consulting Playbook, Edition #13
A High Technology Company with a large global engineering workforce of several thousand employees and half a dozen centers of excellence was facing growing pressure to deliver the expected performance. They were facing issues on flexibility across, had growing costs and had to face a major technology shift rendering part of the existing workforce obsolete. The company decided to launch a specific program, with the support of an external consultant to improve the situation.
Namely, they wanted to speed up and strengthen the implementation of the defined Centers of Excellence and to achieve a better flexibility of resource allocation to various programs while maintaining the service level.
Assessing for the Transformation
Evaluate the implementation status of the target organization, obtain a clear perspective of the ongoing activities, assess workload drivers and performance ratios and define the change program to achieve the target state.
The first step consisted in the assessment of the present business principles of the various parts of the organization.
Organizational blueprints were defined to align progressively the various elementary units on the same set of principles. During that phase the span of control and number of layers were adjusted to state-of-the-art levels. The second step consisted in the analysis of the activity drivers and the inventory of the current project portfolio. Projects were classified in various categories. Most interesting projects expanded to the entire organization and lesser impact projects pruned to reduce complexity. During that phase the make or buy and talent management policies were redefined.
After the careful assessment of the current state of the organization’s model, the best new practices were identified and the areas of potential improvement. An alignment of all departments was performed in order to achieve the transformation needed to reach the desired goals.
A Clear Vision and Plan Results in Efficiency Gains
The Executive Team of the organization was very pleased with the results.

A Reference Book describing the common Engineering organization and interfaces was created
Unified Vision and Action Plan were developed consistent across all Centers of Excellence Resources Allocation Program was developed and the Eternalization Strategy created
Performance Management KPIs were outlined

Thanks to all those actions, beyond achieving the organizational and collaboration benefits 15% in efficiency gains were made.

Additional Information

New Evolved Perspective Bringing People and Enterprises To Higher Achievements
We are living in a time of an evolutionary change in how we do business – a big transformation is taking place today.
The old paradigm of linear, mechanistic, control-based approach is shifting toward a lot more life-sustainable and organic growth approach. We are witnessing a higher human consciousness in enterprising, at least more evident in a number of industries. Eco-friendly products and services, and human-centric strategies are becoming more relevant than ever in today’s delicate global business environment. The world is more connected and open, with businesses at the fore front at this major shift.
If your organization wishes to be a part of this new positive shift, here are a few characteristics to look at:
 

Open Minded Leadership

Executives of the past had a more controlling role, and authoritative style of work, in today’s infinitely connected global world, shaped by personal freedom and mobile technology, as well as social media, leaders need to interact with a much wider audience on an equal basis. They need to have an open dialogue and be receptive of opinions and ideas in a more democratic way. This type of interaction simply affirms and promotes a nurturing culture to the benefit of not just the organization but society in general.
 

New Value Definition

If pleasing shareholders was the main agenda of the past, the new shift of consciousness today, goes beyond that and centers on creating bigger value. Stakeholders are the new players working towards creating that value driven by new principles. Value that supports the environment, the health and well-being of employees, and nurtures communities and worthy causes.
 

New Responsibilities

We can no longer ignore environmental issues, sustainability, and regeneration of resources and workforce. Responsible strategic and business operational models are the new norm, and companies who neglect that are jeopardizing their future.
 

People First

Some of the biggest companies in the world now, like Facebook and Google, offer the best working environment promoting creativity and independence. Enjoyable work places, collaboration, and empowering small teams are leading indicators  of progressive business culture. People are not just employees, they are participants and contributors. When the personal interest overlaps with the company’s purpose, greater growth is achieved. Recent data analyzing companies’ performance, proved that those type of progressive organizations now consistently outperform the older types of mechanical, authoritative style ones. The central idea here is that businesses are more successful because of the people who build them and operate them. Providing the space for personal growth is the best strategy to nurture your enterprise’s growth too.
There are plenty examples of more socially conscious enterprises, non-profit organizations and businesses who are very committed to the new attitudes.
Let’s hope that many more follow in their footsteps, and choose life-affirming and purpose driven practices.
 
For Further Reading –

How New Technology Is Forcing Organizational Evolution

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About The Consulting Playbook

The Consulting Playbook is a collection of posts designed to offer insights into how businesses and their executives can utilize consulting as a strategic lever to boost performance. Each Consulting Playbook post is broken down into a few elements: Case Study, Additional Information regarding the technical application, and Additional Links related to the topic.

Consulting Performance: Measure What is Measurable and Make Measurable What is Not

In God we trust; all others must bring data:
As consultants hammer home to their clients, the only way to prove that you are good is to bring the proof, the data. Paradoxically, however, they don’t apply that sound principle to their own shops. Management consulting has always been something of an informal business when it comes to measuring and proving its own impact.  Daniel McGinn, a senior editor of Harvard Business Review writing in the magazine’s September 2013 issue, described consulting as a “black box.” And because there is no widely accepted, objective methodology for measuring consulting, the management consulting firms that attempt to create measures are inventing their own recipe.
Most firms measure their performance through the volume of sales and re-sales per consultant. Partners thus are encouraged to bring in more revenue and conduct projects which, instead of fully meeting the client’s needs at the outset, lead to further projects without necessarily cultivating good long-term relationships with the clients.  And then there are the Attila-the-Hun type of consultants who pursue a scorched-earth policy, wringing as much revenue from the client as quickly as possible and then moving to the next target while being handsomely compensated for it. Some firms attempt a cross-partner evaluation, whereby a partner surveys a colleague’s clients to gauge their satisfaction.  The result is often a quid pro quo in which the evaluator returns a favorable report on the colleague’s performance in hopes of being included in the colleague’s next big project. In addition, many consulting firms are organized as partnerships, which encourages individualistic and short-term behavior that works against long-term relationships, specialized expertise, and team play.

Measure what is measurable, and make measurable what is not
Even though production in management consulting appears to be mostly intangible, there are still dimensions that can be measured based on the expectations of the clients.  Those dimensions include:
Commercial Approach. Was the client convinced by your proposal? Your pitch? Was your proposal in line with the client’s expectations?
Relationship. How well do your consultants do with the clients and their teams? What image do clients have of your company? Collegial? Honest? Trustworthy?
Expertise. How is your expertise perceived by the client? What were their expectations?
Delivery posture. How does the client perceive your posture? Are you available? Flexible?
Project Management. How did you perform on the traditional triad: scope, time, and cost?
Impact. What impact did you work have on your client’s organization in terms of savings, ROI, change, and the like?
Client satisfaction. Is the client satisfied overall with your company?

Measure your Performance

We all love apps that can help us be more organized, productive and enjoy some extra free time.

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But evaluation shouldn’t stop there.  You need to assess performance at the right degree of granularity. Evaluating the company performance as a whole won’t allow you to identify the partners’ blind spots and to surface best practices. And going down to the consultant level will be very hard to organize (and consequently very costly) in exchange for little in the way of extra value.
However, if you are evaluated using the same methodology used on similar firms offering the same range of services, then you can benchmark yourself internally and against the competition.  Such benchmarking is invaluable in terms of positioning and strategy.  All that is required is an independent organization that can conduct your evaluations.  Such independence provides the objectivity and the confidentiality needed to get candid feedback from your clients, a fair assessment of your partners, and an accurate comparison with your competitors.
To measure is to know
Once all of the relevant dimensions have been measured, you will have a wealth of inputs that your firm can use to:
Understand. One key element of the business is to understand your client expectations and whether your work met their needs.  Sometimes client expectations may be explicit, like a specific type of expertise.  Or they can be implicit expectations like trustworthiness, ethical behavior, or active listening on your part.  The ability to hone in on those expectations, both explicit and implicit, confers significant competitive advantage.
Strategize. Evaluation will give you greater insight into your strengths and weaknesses and help you evaluate the effectiveness of your value proposition and your strategy. You can also gauge your performance in each of the various segments you serve.
Learn. Identifying best practices and capitalizing on experience can spur innovation. Evaluation can also help you identify your partners’ blind spots and gain a better understanding of your firm’s ecosystem.
Improve. Assessment also provides a better understanding of how you perform in each of the different steps of your process: matching the right partner or team with the project, the proposal, delivery posture, project management, team composition, and impact. You then have the keys to improving on the dimensions important to your clients.
Manage. Knowing your clients’ specific needs enables you to continuously improve your performance, build better offerings and teams, and increase your success rate. But evaluation can also be a key tool for talent management, giving you valuable insights into your employees and enabling you to better manage their development and compensation in an industry where attracting and retaining talent is essential.
By changing nothing, nothing changes
Used wisely, performance evaluation can help you capitalize on strengths and mitigate weaknesses.  And it could be easier to implement than you think.
Why?
It doesn’t cost a thing.  The cost of evaluating a client engagement represents only a negligible percentage of the engagement’s revenue.
It’s already there. You are already evaluated by your client (informally), and your clients are familiar with evaluation processes.
Think ROI. Your return on investment is highly positive.
You can use an objective evaluation to build your reputation, enhance your credibility, strengthen your relationship with existing clients, and enlarge your portfolio.
In a nutshell, evaluating your performance will enable you to guarantee a certain level of performance, build loyalty, and improve your success rate.
So what are you waiting for?

Consulting Playbook: Creating and deploying an effective Company Culture

The Consulting Playbook, Edition #24
A leading European energy company (with a US division) constructing a nuclear enrichment facility in the US was presented with several challenges, including the lack of a cohesive leadership team.
With the facility being located in a small town, hiring, relocating and providing services was difficult.  Over the course of 18 months, the number of staff grew solidly from 6 to over 200 employees, plus more than 1,000 contractors.
To the whole team, this project was especially important. They had the opportunity to be involved in something new from the ground up and to utilize their rich professional experience. The staff boasted a mix of backgrounds (experience, geography, culture) which made coming to agreements difficult and the project went through changes in direction and priorities.
A prior operations manager created a divisive environment between those designing and constructing the facility and those that would operate it.  The priorities and values of people working on the project were coming into conflict and people questioned the decisions being taken.
The operations manager was replaced and a new chief nuclear officer did an excellent job in getting everyone on the same team and clarifying priorities and plans. The leadership team became a more cohesive unit and wanted to take time at one of their off-sites to work on improving how they worked together – particularly around team communications and decision-making.
In addition, the leadership team recognized that the company was at a critical point in its growth, they wanted to create a unifying culture with clear behavioral expectations of everyone involved in the project – both employees and contractors.  The company had a set of values that the US division needed to reinforce in their daily interactions and adapt to the current stage of the company’s growth.
Assisting the Leadership Team in Creating of an Effective Company Culture
The Consultant hired on the project, helped the executive team in the exploration of the personal styles of team members, and the creation of behavioral descriptors for the company’s culture.
The Myers-Briggs Type Indicator was applied to better understand personal preferences for getting information and making decisions.  The executive team reviewed the conceptual aspects of MBTI and performed exercises to apply the theory. Team members worked on understanding how best to communicate with each other when their individual needs and preferences differed.  Gaps that could affect problem solving, potential for “group think” and potential for conflict, were identified.
The leadership team defined the culture they wanted to create that embodied the company’s values.  Research into the present cultural attributes was conducted and the results provided a baseline against which to evaluate desired changes.  The leadership put together a plan of action for communicating the cultural expectations to the entire team.
The Success Achieved
The team acquired a deeper understanding of the personal needs of the team members and their decision-making process. The potential for “group think” and for conflict was evaluated to pursue more effectively team goals, and resolve weaknesses, risks and conflicts.
As the employees and contractors were experiencing a set of different cultures, a new unifying vision of one common culture was crafted with behavioral examples to emulate and apply. This new vision would serve as guideline for the rest of the organization.

Additional Information

How to Better Communicating One Unifying Culture
Cultivating team work and a collaborative spirit is based on the idea that synergy is a superior level performance than separate individual approaches. Many people agree with that, so the challenge is mainly in putting forth the effort to create that synergistic state even though many organizations struggle to intertwine diverse backgrounds and experiences.
Here are few short cuts and proven ideas to create a unifying culture:

Clearly communicated expectations from the executive team to all team members. Processes and positions, timelines and steps are all defined. All are open to collaboration and inputs.
Values are identified, written and all members are familiar with them.
Friendly and respectful communication is to be followed all the time even when challenges, difficulties and issues arise.
Establish a fair system for teamwork to be rewarded and recognized. Compensation, bonuses, and rewards depend on collaborative practices as much as individual contribution and achievement.
Provide honest and consistent feedback. Be open to input from all team members.
Create opportunities for retreats, planning sessions, seminars and team building activities.
Plan fun activities – there are plenty of ways to do some fun stuff as a team, from sports events, games and competition, to parties and team dinners.
Celebrate team successes. People like to be acknowledged for their achievements and effort. Give rewards, certificates, even t-shirts and other gift items will go a long way.

For Further Reading –

Leadership, Coordination and Corporate Culture
Developing and Sustaining High-Performance Work Teams
Eight Ways to Build Collaborative Teams
The 16 Myers-Briggs Type Indicator® (MBTI®) personality Types

t

About The Consulting Playbook

The Consulting Playbook is a collection of posts designed to offer insights into how businesses and their executives can utilize consulting as a strategic lever to boost performance. Each Consulting Playbook post is broken down into a few elements: Case Study, Additional Information regarding the technical application, and Additional Links related to the topic.

Consulting Playbook: Challenges in Implementing a New Business Model

The Consulting Playbook, Edition #3
When a new business model is designed, one of the top priorities in implementation of it would be the strategic client-centric approach. The importance of this is illustrated here below.
Establishing The New Business Model –
A Healthcare-Pharmaceutical organization with a dedicated Organization Transformation practice, and references with more than 2/3 of Healthcare global competitors, was facing incoherent changes as the standard go-to-market model in the pharmaceutical industry was no longer viable. The main agenda was to implement a new business model based on sustainable growth and innovation that would allow them to prevail over the “patent cliff”. In order for them to accelerate the change process, their new CEO asked for consulting support.
Key Organizational Changes Made –
The consultant worked tirelessly with the executive team to establish a shared strategic platform and identify key organizational changes to be made. An integrated Transformation Program was developed. Effective governance initiatives and metrics for major change were established. He also helped senior leadership align around key strategic dimensions, choices, and compromises. Cross-company departmental platforms (including go-to-market methodology) received the necessary support in standardization of all changes.
The Impact on the Business Included:

Consolidation of effort in aligning the executive team on the new strategies and plans of transformation
Transformation plan created to launch the change process
Supported the organization’s effort to become a fully customer-centric one (such as regional commercial teams, key account management, customer strategy, etc.)
Promoted further culture change through the Strategic Clarity frame of reference aimed to channel decision making by employees easier, and empower the client-facing staff with greater flexibility

Here you can create the content that will be used within the module.

Additional Information

Steps in Aligning an Organization and Its Business Model with a Modern Customer-Centric Strategy
Any sustainable business strategy today involves a modern and dynamic Client-centric approach. But how would we define the best practices in this field?
The Outside-In Approach –
Companies with a Customer-Centric Approach try to fully understand customer needs, problems and expectations. And as they do, they are prepared to provide customized solutions, often unique from their competitors addressing the customers’ needs.
Delegate More Rights to Employees at the Point of Interaction –
In order to quicker solve problems, whatever they might be, at the point of customer interaction, employees need the freedom and power to provide the best solutions as they deem appropriate. When they don’t have such freedom, and authority in a decision making process, the customer centric model effectively diminishes.
Highly Efficient Business Model –
Customer-Centric Organizations pride themselves on efficiency, speed and customer satisfaction. As they understand their customer interaction at any point of the lifetime value a customer represents, they can tailor their approach depending on various factors. A high value customer will enjoy more benefits, and a lower value customer would be attracted to become a higher value one, to get all the perks.
Cross-Company Transparency and Consistency –
An organization’s culture and vision is not an idea but a practical guide to be demonstrated at every point of customer’s interaction. Customers like to be served efficiently by knowledgeable and responsive staff, and they create a perception of a brand, as a whole rather than sections of it. Therefore, cross-company consistency, as well as transparency, are crucial.
For further reading:
– Putting Customers First: 5 Companies Reveal How They Do It
– The journey toward greater customer centricity
– Customer-centricity explained – what it means to be customer-centric

t

About The Consulting Playbook

The Consulting Playbook is a collection of posts designed to offer insights into how businesses and their executives can utilize consulting as a strategic lever to boost performance. Each Consulting Playbook post is broken down into a few elements: Case Study, Additional Information regarding the technical application, and Additional Links related to the topic.

Is it better to work with familiar consultants?

When you have a new project, you might wonder whether you should return to the consultants you’ve used in the past or start over again with a new set of proposals. There are a number of factors to consider, with good reasons for doing either. Whether you work with someone you already have a relationship with, or you take a chance and start from scratch, there are some key questions and considerations to keep in mind.
Do you want a consultant who is familiar with your business and your style?
A consultant with whom you’ve worked in the past has already done the necessary research to understand your company. She will understand your values, your core beliefs, and the fundamental information that shapes your company. This means that she will already have a solid understanding of how all of those things will shape the project that you want done, which makes her more likely to be successful the first time. She also will have existing relationships with the members of your company, which will make working with them easier.

Source Consultants

If you’re looking for the right consultant, there are several factors that will help you decide whether a specialist or a generalist is right for your needs.

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Working with the same consultants on a regular basis will improve your ability to effectively communicate what you want from them. The individual relationship with each consultant isn’t cultivated overnight. In fact, you’ll start working on this relationship when you hire a consultant for the first time. If you like a consultant’s style, you can cultivate her into a fully informed and regular consultant for your business with a minimum of effort.
On the other hand, a consultant who is familiar with your business and your style won’t necessarily bring the fresh new ideas to the table that you’re looking for. After all, taking a chance on a different consultant will give you the opportunity to interact with someone new and benefit from the talent that she brings to the table.
What is the consultant’s area of expertise?
As with any other profession, there will be consultants who are more skilled in some areas than others. When you work closely with a consultant, you’ll learn quickly where her specific skills lie. Over time, you will learn when it’s best to call in a particular consultant who has the skills necessary for the task at hand and when it’s better to look to a different consultant.
You should always choose the consultant with the best skills for the job, rather than allowing yourself to stay with the old and familiar, simply to avoid needing to go through the proposal process.

A returning consultant will need less input from you, but a new consultant will be more likely to come back to you for feedback.
After the job has been outlined, a returning consultant will be able to get down to it. This means that your time is freed to deal with other issues, while the consultant takes care of the job that you hired her for. There might be less frequent communication as you hire the same consultant more often, which can be both good and bad.
As you develop a relationship with a consultant, you’ll learn what information she needs to work, without quite as much supervision.
On the other hand, this does mean that she is more likely to assume that she knows what you want, right up until the final product is handed over. If you’re not satisfied, it may mean that you have a delay while you wait to see the changes.
Is your business becoming too dependent on a particular consultant?
You don’t want to feel as though your business can’t function without the input of a familiar consultant, especially one who could become aware of that dependency. You always want to be able to enter into a new relationship with a new consultant if prices change or you start to see a decline in the quality of your consultant’s work.
New consultants offer new ideas and new skills.
You’re always looking for fresh new material, and bringing in new consultants is one of the best ways to get it. Your familiar consultants will bring their usual ideas and experience to the table, but a new consultant will have a different perspective to offer.
Ideally, you should always ask for a quote from at least a couple of different consultants before diving in with a single one. This will help ensure that you receive the best possible price. There’s a balance to be struck in knowing the right time to use familiar consultants and when to bring in new ones. Choosing the best option will ensures your company the greatest success.

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