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    So, what value do Consultants bring to clients?

    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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    Podcast | How to get started with the consulting sourcing process?

    Should we organize a competition between consultants? Should we write an RFP? Who should be involved in the process?
    On this week’s Smart consulting Sourcing podcast, Consulting Sourcing Expert Hélène Laffitte explains how to get started with the consulting sourcing process.
    Key Takeaway: Putting several consultants in competition is a great way to evaluate them and start looking for the right fit. Working with the main stakeholders will ensure you have the right expertise at each step of the process.

    Top 6 Trends in Procurement Today and Why Embracing Digital Transformation is the Way to Success

    Top 6 Trends in Procurement Today and Why Embracing Digital Transformation is the Way to Success

    “It is bad procurement policy to unilaterally lock itself into one set of technologies.” – Tom Schatz

    Procurement is a truly dynamic category today. Did you know that Cloud Technology, Cognitive Procurement, Blockchain, and many new digital trends are changing the way we look at the category and how Procurement is organized and executed?
    We will take a closer look at some of the exciting new trends and see how they really shape up Procurement today. And try to see where they will take us in the future.

    Read also...
    You are moving forward with the project and close to making a final selection of your Consulting provider. Based on the proposal assessment described in one of our previous articles, you should now have a good sense of what the Consultant can do for you, on paper.

    Learn more

    Where we are today –
    Companies are getting better at purchasing. But procurement remains a labor-intensive activity with lots of data and paperwork to handle. While the digital transformation has started in many industries and functions, procurement is still lagging. However, there is a much brighter future on the horizon – Digital technologies are on pace to automate most routine procurement processes within the next few years.
    The Procurement function has already initiated a shift from tactical procurement to strategic procurement, and the digitalization could act as a boost to project procurement at the C-suite table.
    When the boring activities of procurement like contract management, or RFP process management are taken care of automatically, the core business for procurement revolves around strategic sourcing and supplier relationships. The Procurement executives can bring more value in their daily interaction with internal clients and suppliers, and thus develop a closer collaboration.

    Why embracing the digital transformation of the Procurement function is the best way to go –
    The digital transformation touches all sectors and functions. And it’s important to be clear on what the digital transformation entails.
    Digitalization is the process of employing digital technologies and information to transform business operations. Automation has a big part in digitalization, where some elements of the processes are now done automatically. The processes are digitalized.
    Digital Transformation is the overall strategy of a company that is embracing digital and leading as a consequence of both digitization and digitalization projects. The company or function is engaged in a digital transformation.
    The End-to-end Procurement process can be divided into several activities such as Spend Analysis, Procure-to-Pay or Financial Performance, Contract Lifecycle Management
    And as we move towards cognitive procurement, now it is possible to automate these activities.
    Spend Analysis
    Do you know how much you are spending on consulting?
    For the Consulting Category, the secret is to be able to cross both the financial and the performance metrics at the project level.
    Many digital platforms are now enabling a fine analysis of procurement and process data. They turn your raw procurement data into actionable insights. Most platforms allow you to slice and dice your data per region, category, supplier, and organization.
    Supplier Management
    Supplier Relationship Management for Consulting is crucial. Linking Consulting Performance to your Preferred Supplier List and your Supplier Relationship Management is the first step to Category Management.
    Supplier Management systems offer the possibility to onboard your suppliers, identify and manage your preferred suppliers, mitigate supplier risk, and implement continuous improvement. The SRM is often included in Procure-to-Pay and Source-to-Pay suites.
    Negotiations & Decision
    Negotiations & Decision systems are rarely stand-alone solutions, but rather integrated with Strategic Sourcing or Source-to-Pay Solutions. They help enable bidding through real-time auctions or reverse auctions to stimulate competition among your providers.
    Contract Management
    Contract Management systems integrate contracts into the spend management process. They allow buyers to generate contracts from templates, automatically populate supplier information, and share documents using Word or DocuSign tools. They provide visibility and history during the life of a contract and manage expiration alerts. They are often included in Procure-to-Pay or Source-to-Pay suites.
    Procure-to-Pay
    Using a Procure-to-Pay solution for the Consulting Category can be instrumental in centralizing the spend management, and implementing demand management. Workflow management will have to be customized to follow your organizational structure.
    Procure-to-Pay solutions are all-in-one solutions merging Procurement, Invoicing, and Payment as well as Cash Management in one integrated platform. They usually include a catalog of products or suppliers, purchase order and requisition management. They also manage the approval workflow and discount programs.
    Financial Performance
    Tracking and Reporting Savings is important for Procurement Teams but can be tricky when it comes to consulting. You want the best consultant at a competitive price, but most of the benefits are in the value you will get from the project itself.
    Financial Savings Management Software and Financial Performance Solutions replace the manual process of spreadsheet inputting, project tracking, and savings estimation linked with the activity of procurement teams. It captures savings from inception to confirmation and allows real-time forecasting and reporting.
    With technology changing at a rapid pace and procurement practices as well, Companies need to rely on innovation to successfully compete. Implementing the latest procurement trends will help businesses capitalize on new opportunities.
    And here they are,
    Top 6 Tech Trends Affecting Procurement to Pay Attention to –
    1 –  Simplicity
    While there are new complex technologies and complex benchmarks, the goal is to simplify processes and improve overall efficiency. Streaming cash flow, business operations, customer services, and much more.
    2 – Nearshoring
    Reducing costs has a new destination now. Offshore operations might be becoming a term of the past. Nearshoring is a new procurement trend giving companies a chance to exploit domestic opportunities, and have more control of procurement and the supply chain functions.
    3 – Blockchain
    Data blockchain is gaining more and more power as supply chain and procurement decision are all based on data. This revolutionary technology will change the business-to-business transactions, and offer a high level of efficiency with cryptography, eliminating the role of the central trust authority in the process.
    4 – Could Technology and IoT
    Cloud-based technologies and IoT are helping erase the physical boundaries and create a centralized system increasing the efficiency and productivity of the supply chain and procurement function.
    This procurement trend is expected to give rise to the popularity of SaaS applications and encourage even small businesses to benefit from that.
    5 – Procurement and Supply Chain Collaboration
    Collaboration as a procurement trend is growing across all industries. As a part of their strategic move, businesses focus on collaboration between business functions, procurement and supply chain.
    6 – Social Responsibility
    Corporate Social Responsibility is a hot trend that is gaining momentum. Businesses are now expected to roll out programs that include sustainability practices. Savvy and well-informed consumers today prefer brands that are environmentally and socially conscious.

    Where does your organization stand today
    in implementing the best new tech trends in procurement?
    We will be happy to discuss any questions you might have,
    in optimizing new technologies to serve your goals and strategy better.
    Book your call

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    How to Hone to Perfection Your Consultant Selection with Our Top 5 List of Attributes

    How to Hone to Perfection Your Consultant Selection with Our Top 5 List of Attributes

    “Projects are usually undertaken to either solve a problem or take advantage of an opportunity. The probability that the project – even if precisely executed – will complete on time, on budget, and on performance is typically small. Project management is utilized to increase this probability. So in a sense, project management is risk management.” – Bruce Pittman
    You are moving forward with the project and close to making the consultant selection for your project. Based on the proposal assessment described in one of our previous articles, you should now have a good sense of what the Consultant can do for you, on paper.
    But in reality, very few companies excel at both – selling and delivering their services. The most brilliant proposal in PowerPoint does not always translate into the best value delivery and vice versa.
    But there is one more, last hurdle – these few points that you want to clarify in the most promising proposals. Take the time to organize one-on-one meetings with your short-listed consultants. Whenever possible, you should seize the opportunity to meet the candidates in person, especially if they are new to your company.

    Read also...
    With the constant pressure on cost reductions and sustainable savings, many companies are starting to notice their Tail Spend, even in the Consulting Category.

    Learn more

    Our Top 5 Attributes list to perfect your consultant selection –

    When you prepared the RFP, you have defined the criteria that you will use to choose the best proposal. It is your starting point to compare the remaining proposals.
    1. The Main Criteria – top dimensions to consider in each proposal.

    Quality of the approach
    Team expertise
    Quality of the proposal
    Price
    Fit with your teams

    You have probably identified some particular criteria, such as an expertise in a specific sub-industry or sub-capability.
    For instance, they might include the following:

    Expertise in Network Design
    Expertise in Process Industries
    Availability to work on-site
    Ability to transfer knowledge

    On top of these requirements, you might have expectations on other dimensions such as the culture, the type of approach that are not written in your RFP but are essential to you.
    This type of criteria might cover:

    Alignment with your values
    Creativity & innovation
    Credibility with your local teams

    Before you grade the different proposals, you need to prioritize the various criteria. Keep in mind that the endgame is the success of the project, not the efficiency of the purchasing process. The priorities should change from one project to the next, depending on the context and the expected results.
    2. Levels of Priority – be able to assign a degree of importance to each criterion.
    Let’s go back to the previous list, and organize them by the level of priority:

    Quality of the approach
    Team expertise
    Quality of the proposal
    Price
    Fit with your teams
    Expertise in Growth Strategy
    Expertise in Financial Services
    Availability to work on-site
    Ability to transfer knowledge
    Alignment with your values
    Creativity & Innovation
    Credibility with your local teams

    The goal is to build an evaluation matrix that will help you give a score to the different proposals to facilitate the comparison.
    3. Price versus value – define how much you are willing to pay for the project?
    What you are looking for is value for money. You want the right impact on your top line & bottom line, and the right price. In other words, you want a good Return on Investment for the project. The price that corresponds to that positive ROI is your willingness to pay.
    For example, if you are launching a project to adapt to a recent regulatory change, then the value of the project to you is significant, and it will cost more if you don’t get it done. Thus, your willingness to pay for this type of project is higher than for a less tangible project such as efficiency improvement and company reorganization.
    The price is often the primary driver of choice. As a general rule, the price you pay should always be lower than the value you (envision to) get out of it. Determine the gray zone between your real budget and the limit before meeting with the consultants.
    4. Ask for a Presentation to accompany the proposal – to get a better idea of the Consultant’s approach
    Before you dive into grading the candidates, give the consultants the opportunity to comment on their proposal. It is sometimes hard to write a proposal because, however, thorough you are in writing the RFP, there still might be some elements that remain unclear.

    Challenge the core proposal.

    Start with your analysis of the proposal and write down the questions you want to ask the consultants. Tip: Don’t look at your preferred proposal first, save it for last. You will learn as you go and come up with the right questions.

    Does the proposal cover all the scope from the RFP?

    Are you satisfied with the quality of the approach proposed by the Consultant, including the precise scope of the work and the potential next steps? Do you feel the approach proposed by the Consultant would have a positive impact on the project?

    Do you find the deliverables relevant?

    Is the timeline proposed by the Consultant in line with your expectations? Are you convinced by the verbal and/or oral presentation of the proposal?

    Do the people in the room have the right expertise?

    It is easy to write the perfect proposal with the support of your best experts, even if you don’t have the right depth of knowledge. It is more difficult to pitch the said proposal without their help. It is standard for Consulting firms to include subject matter experts in crafting the proposal to increase their technical credibility. But if that expert is not present on the field, and the Consulting firm staffs junior or inexperienced Consultants, the expertise was smoke and mirrors. Also, some consultants are poor communicants, and their proposals might look weak. But their depth of knowledge and their ability to deliver can be outstanding. When you hire a Consultant, you also buy access to their knowledge.
    5. Access to Consultant’s knowledge base – a significant advantage you can utilize, provided it is the expertise you need

    Who will be the consultants working with you on a daily basis?
    Did they understand the context and objectives of the project?
    Do they understand your business and know your market?
    Will you have access to their knowledge during the project?
    Will they be credible with your technical teams?
    Do you feel they will bring you the competencies and expertise you are looking for?
    What is their experience prior to this project?
    Are they the ones that worked on the referenced projects

    You have now all the elements in hand to make your consultant selection. So what are you waiting for?

    Ready to launch your next project?
    We will be happy to help.
    Please give us a call today, at no obligation, to get the conversation started
    Book your call

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    Most Recent

    Podcast | What are the different typologies of Consulting firms?

    Many dimensions can impact the value consultants can bring to your company. So how do you get started to understand what a consulting firm does?
    On this week’s Smart consulting Sourcing podcast, Consulting Sourcing Expert Hélène Laffitte helps us understand the structure of the consulting market and the different typologies of consulting firms.
    Key Takeaway: The market is mainly structured along two dimensions: capabilities (what the consultants do) and industries (what experience they have). The level of specialization, and the footprint and the profile of partners, are other dimensions used to characterize a consulting firm.

    Podcast | What value do Consulting firms bring to their clients?

    Many executives are reluctant to work with consultants, often because they don’t see the value they bring to their organization.
    On this week’s Smart consulting Sourcing podcast, Consulting Sourcing Expert Hélène Laffitte gets us to look at the consulting industry through the prism of value.
    Key Takeaway: The value brought by consulting can be described as technical (hard) or political (soft). But it is complicated to measure the results of consulting.

    Podcast | What is the size of the Consulting Industry?

    People often wonder how big the consulting industry is. And there are many ways to answer this question. Just as there are many ways to look at the market.On this week’s Smart consulting Sourcing podcast, Consulting Sourcing Expert Hélène Laffitte gives the keys to approach the complexity of the consulting market.
    Key Takeaway: Consulting is a dynamic $250B market growing globally at 6% and expected to break $300B shortly. It presents an unusual distribution profile with a high number of large consulting firms and small consulting firms and a limited number of mid-sized companies linked to the intense M&A activity (U-shape).

    How to Avoid the Most Common Mistakes in Managing The Tail Spend – Top 5 Recommended Practices

    How to Avoid the Most Common Mistakes in Managing The Tail Spend – Top 5 Recommended Practices

    “The paradox explored is that successful companies can fail by making the ‘right’ decisions in the wrong situations.” – Clayton M. Christensen, ‘The Innovator’s Dilemma’ book

    Clayton Christensen is not referring specifically to the Tail Spend, but it is a well-known area for savings’ possibilities. With the constant pressure on cost reductions and sustainable savings, many companies are starting to notice their Tail Spend, even in the Consulting Category.
    The Tail Spend Defined-
    The Tail Spend is the part of the spend that is not actively managed in a given spend category, and might still have an impact on the performance of the Company through COGS or S&A. It contains a small portion of the spend (usually less than 20%) but represents a large number of suppliers.

    Read also...
    Positive and mutually beneficial relationships with business partners, clients, and collaborators are an essential part of every project.

    Learn more

    The Tail Spend Can Represent Significant Savings –
    Companies often tend to neglect the small consulting projects, contracted directly by the business line managers. However, consolidated at the Company level, they can add up to 25% of the Consulting Spend.
    Not much, you might say. But when the Consulting Spend can be 0.5% to 3% of the total revenue, any savings on this front can significantly improve your bottom line and delight your CFO.

    The Most Common Mistakes in Managing the Tail Spend for Consulting-
    The first question you can ask yourself to find out if you are managing your tail properly is: “How big is my tail? And what is in it? “
    Mismanagement of the Tail Spend, independently of the category, usually involves the following elements:

    A scattered supplier base
    Decentralized purchasing behaviors where customers are buying on their own, and procurement is almost uninvolved.
    A minimal supplier Qualification
    No or minimal performance Evaluations
    Limited or no category management

    Consulting is no exception to that, however, contrary to other indirect categories, the absence of comparable elements and the diversity of the projects combined with the importance of interpersonal relationships can make it challenging to optimize and control.
    Top 5 Recommended Practices to Avoid These Mistakes –
    1. Consolidate Your Supplier Base with Caution –
    One of the levers used to manage the spend is to consolidate the number of suppliers. Some companies have applied this methodology at the Category level. Suppliers have to be qualified for a given category, and the number of suppliers per category limited.
    What starts out well can end up with a sound failure if you don’t take into account the specificity of the Consulting category. If your sub-categories are not granular enough, you might end up with a handful of large one-stop shops. Price increase mechanically, erasing the savings made by the cleaning-up of the Tail Spend.

    2. Effectively Manage the Variety of Projects –

    To help you organize and manage the various projects, it’s best to sort them out in 5 categories:

    One-time projects.

    One-time projects are the core of your Tail Spend. They are usually small projects with a clear scope and little likeliness of sequel. (Think diagnosis or workshop facilitation)

    Recurring projects.

    Recurring projects are, most of the time, medium-sized projects designed with a repeat model. (Think pulse survey, voice of the customer, benchmarking, coaching)

    Never-ending sequels.

    You have certainly already seen one of these large projects designed in small chunks to fly under the radar. (Think one diagnosis per plant, any project reaching phase 4 and more)

    Duplicate projects.

    Several business units or departments can contract small or mid-sized projects with similar scopes and methodologies. They can be performed by the same or different consultancies.

    Externalized workforce

    The consultants can also be used to bypass too stringent HR rules or compensate for lack of internal expertise punctually.
    3. Successfully Tackle the Tail Spend –
    To efficiently clean-up your Tail Spend, here are a few pointers:

    Gather data on previous projects.

    The main challenge for most companies when facing the Tail Spend is to clearly identify the projects in the tail and cluster them into manageable sub-categories.
    If your organization is decentralized, you will need to get the support of the different parts of the organization to make sure that you have “clean data.” If you haven’t performed a spend analysis, maybe now is an excellent time to launch it.

    Assess the performance of the providers.

    Interview the project sponsors and leaders to identify high- and low-performers.

    Regroup what you can.

    Recurring and duplicate projects are good candidates for strategic management and should not be treated as the tail. How about a frame contract on coaching or a cross-business-unit RFP for excellence programs or digital transformation?

    Develop your knowledge of the local Consulting market.

    An excellent way to keep control of the tail without spending too much time on the management is to have at hand a list of additional providers. By exploring the local Consulting market, you will be able to identify potential suppliers and develop relationships. That will allow you to be reactive when one of your business lines wants to launch a one-time project on a given sub-category.

    Fine-tune the rules for the tail projects.

    To maintain your Tail Spend reasonable, and make sure you are not building up another false tail, you need to set up workflows with the right agile check and balance and chase the false tail.

    Use vendor management systems.

    Use best-in-class systems to manage the one-off supplementary workforce. Automate the process to find, procure, and manage external talent in full compliance with your policies.
    There are many other levers you could use, but the above selection should probably give you a good 80/20.
    4. How to Kickstart a New Tail Spend Project –
    Below we have listed a few proven steps you can take.

    Evaluate the size of the prize

    First compulsory stop on your journey: evaluate the potential savings and improvements to expect. We have stressed many times the importance of creating value. You need to make sure that there is more to gain with the project than what you are spending. It is the right moment to start gathering data about the different projects to build a solid overview of your Consulting Spend. Depending on the maturity of your Procurement practices, you can expect between 5% to 40% savings on your Tail Spend.
    Once you know what to expect from the project, you can start implementing it.

    Get the buy-in of key managers

    One thing is sure – if your managers don’t believe in your project, it will never happen. You need to develop a sense of urgency, or in other words, demonstrate why it is essential to launch and implement the project now.
    Develop a compelling story to tell your key managers and convince them. What is the reason for this change? The size of the prize can be an excellent starting point. Usually, consulting projects are paid on OPEX, and Executives have a lot of pressure to decrease their expenses. Saving 10% of your Consulting bills can help reach their annual objectives, for instance. Leverage meetings gathering your top leaders to explain that small streams make big rivers. The efforts from all of them may seem insignificant taken separately, but altogether they are worth the effort.

    Design the battleplan and confirm the stakes

    Like any large project, you will need to define how you will proceed. It means having a project team, governance, and a clear work plan.
    Also, start analyzing in detail the consulting spend and the past performance of your providers.
    You can now refine the stakes lever by lever. Some of the projects that you led in the previous years were not strategic or redundant. You can probably take most of that part of the spend out of the equation. Grouping projects and negotiating on larger volumes can allow you to secure 10 to 30% of the costs.

    Identify and involve the most impacted Executives

    Some of your Executives will be directly impacted by the project; in particular, those who use Consulting regularly. Through your Tail Spend analysis, you will be able to identify the individuals or departments spending a lot on small projects. You can apply the same principles than the tail: what part of your executives spend 80% of your Tail Spend? These Executives are the ones you want to work with.
    When you have identified the most impacted Executives, take the time to listen to them to understand why they are buying Consulting Services in small bulks. There could be many good reasons why they would work that way. Think broader than procurement itself. The roots can be in strict HR policies, local management decisions, regional culture, etc.

    Formalize the case for change and the communication plan

    Take a step back. You have created a sense of urgency in your top management team, defined your implementation plan, and worked with the most impacted Executives to design the right solutions.
    You now need to organize your findings in a well-built case for change to minimize resistance to change and make sure you capture the most value from your Tail Spend projects.
    5. Start small, go big, auto-finance-
    Most successful companies start small. Of course, you want to adopt a medium-long term mindset to make the savings (and the change) sustainable. But modest quick gains can ease the way, in helping to convince the last irreducibles, but also to capture enough savings to have a self-paid project.

    Ready to launch your next project?
    Need a fresh point of view?
    We will be happy to help.
    Please give us a call today, at no obligation, to get the conversation started
    Book your call

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    Successfully Managing the Life of the Project While Developing a Great Relationship with Your Consulting Firm

    Successfully Managing the Life of the Project While Developing a Great Relationship with Your Consulting Firm

    “In many ways, effective communication begins with mutual respect, communication that inspires, and encourages others to do their best.” – Zig Ziglar

    Positive and mutually beneficial relationships with business partners, clients, and collaborators are an essential part of every project. And effective communication is a crucial ingredient in every relationship.
    So let’s talk about how having a great relationship with your Consulting provider can substantially benefit the project.
     
    Best Tips on Building a Great Relationship and Managing the Life of a Project
    We have mentioned previously the importance of collaboration with the consulting firms to maximize the chances of success of the project. When the consulting partners are considering your company a “good client,” they will do their best to deliver the best work, assign their best teams, and remit their best price

    Read also...
    How to prioritize Consulting projects? How to make sure to spend on the right projects? If you keep asking yourself these questions, we have some great tips.

    Learn more

    1. The main goal is to create a mutually beneficial relationship –
    At its core, consulting should be based on a mutually beneficial partnership. If you treat procurement as a linear process that ends the moment the contract ink dries, you will probably have trouble getting the best possible results out of that partnership. Try, instead, treating the relationship as dynamic and flexible throughout the project. You and your consultants will both benefit and improve their business practices as a result.
    The truth is that if you treat them fairly, there is a good chance that they act the same way. Expect them to deliver their work in time and quality. Treat them like partners that have a common objective. Give them feedback, good or bad, on their performance. Give them visibility on payments. Be thorough, but don’t dance on the head of a pin.

    2. Manage the life of the project-

    No matter how hard you try, establishing and maintaining a relationship with consultants in executing a project will not be a linear process. During a project, some changes will take place that you didn’t account for during the proposal or contract. Whatever happens during the project, make sure you trace the most important events.
    Keep track of the changes, such as:

    Scope changes

    You might have to add new tasks as a need becomes clearer or drop deliverables that turn out to be impossible or difficult to reach.

    Staffing changes

    Organizations are in constant flux, and both sides may have to account for a turnover that requires adjustment and additional training.

    Timeline changes

    Everything, before the project starts, is an estimate; you may have to adjust the pace as the actual duration of the project comes into view.

    Unforeseen events

    Budget changes, project merges, project freezes, or any other events may occur that affect the execution of the project.
    Change management is necessary to ensure that these changes do not derail the project. When the changes are significant and impact the scope and the deliverables, you should consider amending the contract. For other cases, the minutes of the Steering Committee where the decision was taken should suffice.
    Any interaction with the consultants, especially when the performance is not right, should be traced thoroughly. Make sure to keep the minutes of the meetings and share them with the consultants timely.
    3. Measuring Performance –
    For projects longer than three months, we recommend organizing a mid-project assessment. As early as possible, set yourself and your consultants a benchmark toward the middle of the project. It is the perfect time to review the current scope and deliverables and check if they are still in line with the objectives and the current business environment.
    Before the meeting, collect the feedback from the main stakeholders, and prepare a summary to share with your consulting providers. The input should cover the traditional project management performance dimensions, such as project completion, planning, etc., but also a more qualitative aspect such as behavioral dimensions, impact, or skills adequation.
    As you get into the details of any project, it’s easy to get carried away with minutia that ultimately won’t affect the overall success. A Mid-Project Assessment enables you and your team to ensure that these inevitable tangents don’t endanger the timeline and the success of the larger project.
    The Mid-Project Assessment should be a major event for everyone involved. Keep it separate from regular operational project reviews, which should happen in smaller circles and regularly. However, you can organize regular check-ins dedicated to the project reviews to anticipate the potential issues, and give the Consulting Firm the opportunity to fix the problem as soon as it appears.

    4. Risks to avoid – Don’t drop the ball towards the end-

    One of the most common mistakes when using consultants is to drop the ball towards the end of the project. Here is what happens and why it should be prevented: Reports get shelved. Information is being poorly transferred. People often oppose the project step-in to torpedo it one last time. Making sure the results will stick, requires specific attention, dedicated efforts, and it affects the overall success of the endeavor.
    As the project is completed, make sure all deliverables and services are received and don’t make the final payment before verification. As a good practice, the last step in the reception and acceptance of the project is to perform an end-of-project assessment.

    Ready to get started on your next project?
    Need a fresh point of view? We will be happy to help.
    Please give us a call today at no obligation. Let’s get the conversation started
    Book your call

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    • Know the Consulting Category
    • Source Consultants
    • Optimize your Consulting Spend
    • Create Value Through Consulting
    • Leverage disruption to create more value through Consulting