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4 things you should know about asymmetrical information in Consulting

4 things you should know about asymmetrical information in consulting.

Information is crucial in business. Before you decide to invest in any project, you usually do your due diligence and potentially build a business plan. Gathering the right information will help you mitigate the risks of failure. The more you know, the greater the chances of success.

4 things you should know about asymmetrical information before launching a consulting project.
When you are launching a consulting project, you are usually trying to find a solution to an issue you face (or might be facing in the future). In other words, you are investing in this project, and you expect results.

“Bringing together the right information with the right people will dramatically improve a company’s ability to develop and act on strategic business opportunities.” – Bill Gates

Unfortunately, buyers are often in a situation of asymmetrical information, otherwise known as information failure. It is when one party in a transaction has more information than the other party.
Almost all economic transactions involve some information asymmetries. So why it is so important for sourcing consulting projects?

READ ALSO
Most procurement executives go out of their way to support their business lines. They scratch their heads to reconcile their internal clients’ needs and the increased pressure on savings and productivity.

1. How does asymmetrical information distort the Client-Consultant relationship?
Asymmetrical information is particularly present when it is difficult for the client to judge the product’s quality or service. When you buy a computer, for instance, you can only believe what the salesperson or the website are describing unless you are an IT expert. The rating features on most online shops, such as Hotel.com, help the client break some part of the asymmetry. Similarly, in Consulting, partners and consultants know their industry and their trade inside out, while the clients and their buyers have limited information.
2. What is the theory behind it?
You might be familiar with the work of George Akerlof’s “The Market for Lemons,” where he explained that in certain markets, it’s difficult to distinguish the good product (“pears”) from the bad product (“lemons”).
To mitigate the risk, the Buyer will use the market’s average statistics while the Seller has detailed information for each product. The Seller will tend to sell lower quality products to minimize their losses, and the best product won’t be sold.
As a result, the market will shrink, and the average product quality will decrease. The case for Consulting is very relevant, as well. And as a Client, you need to be aware of these insights.
3. How to overcome the disadvantages when buying Consulting services?
Unless they are handling several consulting projects a month in each capability, buyers of consulting services are at a disadvantage when negotiating with consulting providers.
As a result, they might become risk-averse in their choice of consulting providers and choose consulting firms based mostly on their reputation or existing relationship. The winners then are the large consulting firms that provide constant high-quality work and are excellent at building relationships.
To break the information asymmetry, users and buyers need to gather the right information about the project and the potential Consulting Providers to make an educated choice.
4. What is the key to create more value when buying consulting?
In some other posts, we mentioned that the key to creating value through consulting is to work with the right providers. Even though large Firms have high-quality standards, they are not always the right choice for a given project in regards to performance and price.
The sourcing of the right consultants is just one step in the process to collect the necessary information to maximize the chances of success of your project.
There are other crucial steps such as the need analysis, the assessment of proposals, or the negotiations. All of these steps are very specific to consulting services. That is why the only way to get the most value from your consulting is to follow a rigorous sourcing process that is customized to consulting.

Author detailsAuthor Bio

Hélène Laffitte

Co-founder & CEO at Consulting Quest

Hélène is the author of Smart Consulting Sourcing, a step by step guide to getting the best ROI from your Consuting. You can follow @helenelaffitte on Twitter.

View Profile

Mail Me

Call Me

Hélène Laffitte is the CEO of Consulting Quest, a Global Performance-Driven Consulting Platform and author of “Smart Consulting Sourcing”, a step by step guide to getting the best ROI from your consulting. With a blend of experience in Procurement and Consulting, Hélène is passionate about helping Companies create more value through Consulting.

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Consulting sourcing tips

Podcast | How to measure Consulting Performance

4 things you should know about asymmetrical information in Consulting

Information is crucial in business. Before you decide to invest in any project, you usually do your due diligence and potentially build a business plan.

Podcast | A Consultant’s perspective on Consulting Sourcing

Your browser does not support the video tag.

Previous Weeks’ issues

This Week In Consulting: What’s ahead for the Media & Entertainment Industry?

This Week in Consulting – Curated News on the Consulting Industry published every Wednesday brought to you by Consulting Quest. This week, February 24th ,2021 , All you need to know about the challenges ahead for governments around the world.
read more

This Week In Consulting: What are the challenges ahead for governments around the world?

This Week in Consulting – Curated News on the Consulting Industry published every Wednesday brought to you by Consulting Quest. This week, February 24th ,2021 , All you need to know about the challenges ahead for governments around the world.
read more

This Week In Consulting: Brexit, Digital disruption, Covid 19: what’s next for the Financial Industry?

This Week in Consulting – Curated News on the Consulting Industry published every Wednesday brought to you by Consulting Quest. This week, February 3rd ,2021 , All you need to know about the future of education.
read more

Choose the best next step for you

Buy the Book

Talk to usWe are always open to a discussion. Just book a 30-min virtual coffee with us and let’s get the conversation started
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Podcast | A Consultant’s perspective on Consulting Sourcing

What are the main challenges that a consultant face when working with a client?
On this week’s Smart consulting Sourcing podcast, Consulting Sourcing Expert Hélène Laffitte interviews Marc Jantzen, Business Growth Specialist to discuss the Consultant’s perspective on Consulting Sourcing.
Key Takeaway: Probably, the most difficult part of buying consulting is to define your expectations, then everybody knows where you are, where you want to go, what’s the issue you’re trying to solve. So consultants can really build an unique solution that fit your needs.
 

Make your internal clients trust you with their consulting needs

Make your internal clients trust you with their consulting needs.

Most procurement executives go out of their way to support their business lines. They scratch their heads to reconcile their internal clients’ needs and the increased pressure on savings and productivity.

Make your internal clients trust you with their consulting needs.
The function is going through fundamental changes: shifting from tactical to strategic, from savings to value creation, often amid a digital transformation. The current pandemic is just the last straw.

“Trust is like the air we breathe–when it’s present, nobody really notices; when it’s absent, everybody notices.”- Warren Buffet

Yet, in many companies, the business lines continue to avoid working with them when sourcing consultants. Or when they involve them in the process, it is often at the negotiation phase, when the impact procurement can bring is minimal.

READ ALSO
Making mistakes is human. Most cultures will penalize you for errors, promoting the myth, “Always doing right the first time.” You can take the tips we give you in this article as food for thought to implement demand management for the consulting category.

Why are procurement executives sidelined when dealing with consulting services? It is an easy answer: TRUST.
Consulting is a human-to-human service. The trust factor is core to both the selling and the buying side. The only way to be involved at the early stage of the process is to build trust with both your internal clients and your consulting providers.
So how do you do that?
1. Know your supply market inside out –
How many consulting firms serving your industry can you name? We all acknowledge that having a good grasp of the supply market is critical to get the best sourcing outcomes.
The consulting market is extremely diverse and complex. Consulting firms are not commodities that can be swapped without impacting the quality or the price of a project.

Understand how consulting is structured

When you look at a consulting provider, you need to understand what they do (capabilities), who they work with (clients), and what experience they have (industries served).
Many dimensions can impact how consultants do their work and what value they can bring.

Size and Geographic footprint
Ownership structure
Profile of Partners
Delivery Model

Each of the dimensions will influence the type of projects a consulting firm can take and how they will deliver the results.

Research consulting firms within your industry

You should start with internal sources such as your existing list of preferred providers and your network/colleagues that have worked previously with Consultants. Of course, you will also find many sources online, such as Conavigo.com, a reference platform of consulting firms that organizes them per region, capability, and industry served.
Another interesting research source is thought leadership, in particular, articles and books written on the field you are interested in. Don’t hesitate to use several sources to find new players. Understanding your options can cause you to explore innovative solutions and get the most of your consulting.

Get a grasp of the economics

Consultants are selling their time, or more precisely, the access to expert knowledge and execution workforce during a certain period of time. The potential of production of a Consulting is the amount of time available for billing. Every day not billed is lost just like an empty airplane seat. So the fee structure is usually geared to optimize the utilization rates.
Understanding the different fee structures and the elements that impact a project price will help you during the scoping and the negotiations phase.
2. Build the trust –
Collaboration and trust are the cornerstones of consulting success. In order to squeeze yourself into the relationship between clients and consultants, you need to develop relationships with both sides.

Listen to your business lines to understand their needs

Working efficiently with business lines when sourcing consultants requires anticipation and reactivity. Indeed when they need a consulting provider, they usually want it for yesterday. Unless you have a list of potential candidates at hand, they will just move forward without waiting for you.
Some companies have strong-armed their business lines and force them to slow down to match their procurement teams’ pace. The results are often disastrous in terms of quality and timing, and the business lines, frustrated, find ways to work around the stringent policies.
Most of the needs of your internal clients are recurrent or predictable. You can start identifying and qualifying potential providers way before your colleagues will need them.

Get to know your providers

As surprising as it may sound, identifying a Consulting Firm with the right expertise only gets you half-way there. Each consultancy has a portfolio of projects where they excel. As a procurement executive, you need to know their sweet spot to ensure you have all your needs covered with only the best.
The intimacy between a Consulting Firm and its clients can facilitate and accelerate projects. Developing relationships with consulting providers will help them better understand your business, culture, and values.  They will become “plug-and-play” for your internal clients.
3. Start taking baby steps –
But we all know that, in most cases, change doesn’t happen overnight. The strength of your conviction and your innovative ideas won’t be enough alone to influence the ways your company buys consulting services.

Find an ally.

There must be, among your internal clients, an influential leader open-minded and interested in new methodologies. Convince him to try something and invite new players to a consulting bid.

Do your homework.

Research thoroughly new consulting firms with impressive expertise that fits the project you are sourcing. Ask for references and check them.

Build your case for change

When you have finished your sourcing, analyze the results & ask for feedback. How much did the company save? What did the internal clients think about the process? If they were in your shoes, what would they do differently?
When you have enough data, you can go and see your manager pitch your idea and plead for a larger pilot: work with more business lines on a given perimeter.
 
Soon your knowledge of consulting and your results will speak for themselves. It might be tempting to take on all the projects, but that will soon be counterproductive. Instead, package what you have learned and teach your colleagues how to source their projects. You can then focus on finding new players and sourcing large and strategic projects.

Author detailsAuthor Bio

Hélène Laffitte

Co-founder & CEO at Consulting Quest

Hélène is the author of Smart Consulting Sourcing, a step by step guide to getting the best ROI from your Consuting. You can follow @helenelaffitte on Twitter.

View Profile

Mail Me

Call Me

Hélène Laffitte is the CEO of Consulting Quest, a Global Performance-Driven Consulting Platform and author of “Smart Consulting Sourcing”, a step by step guide to getting the best ROI from your consulting. With a blend of experience in Procurement and Consulting, Hélène is passionate about helping Companies create more value through Consulting.

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Consulting sourcing tips

Podcast | How to measure Consulting Performance

4 things you should know about asymmetrical information in Consulting

Information is crucial in business. Before you decide to invest in any project, you usually do your due diligence and potentially build a business plan.

Podcast | A Consultant’s perspective on Consulting Sourcing

Your browser does not support the video tag.

Previous Weeks’ issues

This Week In Consulting: What’s ahead for the Media & Entertainment Industry?

This Week in Consulting – Curated News on the Consulting Industry published every Wednesday brought to you by Consulting Quest. This week, February 24th ,2021 , All you need to know about the challenges ahead for governments around the world.
read more

This Week In Consulting: What are the challenges ahead for governments around the world?

This Week in Consulting – Curated News on the Consulting Industry published every Wednesday brought to you by Consulting Quest. This week, February 24th ,2021 , All you need to know about the challenges ahead for governments around the world.
read more

This Week In Consulting: Brexit, Digital disruption, Covid 19: what’s next for the Financial Industry?

This Week in Consulting – Curated News on the Consulting Industry published every Wednesday brought to you by Consulting Quest. This week, February 3rd ,2021 , All you need to know about the future of education.
read more

Choose the best next step for you

Buy the Book

Talk to usWe are always open to a discussion. Just book a 30-min virtual coffee with us and let’s get the conversation started
Book a call

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Podcast | Anticipate your consulting needs to start building relationships and intimacy with your providers

Anticipation is a key skill for procurement executives. If your objective is to create more value for your Company through your procurement work, now is the right time to start honing your anticipation skills.
On this week’s Smart consulting Sourcing podcast, Consulting Sourcing Expert Hélène Laffitte explains how to anticipate your consulting needs to start building relationships and intimacy with your providers.
Key Takeaway: When onboarding and developing your consulting providers, you get them more ready to take on a project with your internal clients and directly increase consulting projects’ success. By anticipating your internal clients’ needs, you shorten the buying process cycle and make yourself indispensable for your colleagues. Last but not least, always having on hand a list of potential providers will help you take control of the tail.
 

9 tips to successfully implement demand management for consulting

9 tips to successfully implement demand management for consulting

Making mistakes is human. Most cultures will penalize you for errors, promoting the myth, “Always doing right the first time.” But the reality in the enterprise is very different, much closer to a try and error process.

9 tips to successfully implement demand management for consulting
In Procurement, like in other functions, executives try new methods and adjust them with the results. They build on best practices from other professionals and companies and adapt them to their context.

“A mistake consistently repeated is not a mistake anymore. It is a choice”- Paulo Coelho

You can take the tips we give you in this article as food for thought to implement demand management for the consulting category.

READ ALSO
According to the CIPS, Category Management enables procurement professionals to focus their time and conduct market analysis to leverage their negotiations fully and correctly manage their suppliers in alignment with the corporate objectives.

1. Spot negotiate false discounts and focus on value –
Many Procurement Executives put a lot of time and effort into price negotiation and daily rates for Consulting Services. They leave the negotiation table with a 5% discount, with the feeling of having accomplished their duty. But is it so really?
Consulting Firms know the game well. They build a 5% discount into their pricing. And if you ask for a more significant discount, they can simply descope or staff down their project.
Descoping will hurt the real value you are getting from the project, and staffing down will likely cause delays in execution.
And getting lower on the list of priorities of your Consulting providers? It doesn’t sound right.
If you want to make significant savings, you need to take control of the tap; not reduce the bucket’s size. But still, 47% of companies don’t use demand management or a make-or-buy strategy for Consulting Services.
And that’s a big mistake we like you to avoid.
2. Get rid of your Misconceptions about Demand Management –
Consulting is a strategic lever to accelerate the execution of your strategy. However, the pressure on operational budgets won’t go away. And Consulting, apart from restructuring projects, is still allocated to OPEX.
Demand management allows the teams to make the difference between the “must-have” and the “nice to have.” You can keep your money for what is really important.
3. Recognize the Necessity of a Transformation Roadmap –
Once your strategy is clear and shared within your Company, you need to build the Transformation Roadmap, or in other words, the IKEA notice to execute your strategy.
Breakdown the work to be done and identify the associated main workstreams and the skills and objectives. These workstreams should be led as stand-alone projects with or without external support.
4. Prioritize Your Projects –
You have a list of projects to be launched to execute your strategy, but you know that you cannot do them all simultaneously.
Define an analysis grid to sort your projects to determine which ones are more important. Impact vs. budget is often a good start, but nothing prevents you from being more creative in your criteria. Try to identify projects that are enablers for other projects with higher priority.
5. Leverage Make-vs-Buy –
This is where the understanding of the skills associated with each project kicks in. You may not have all the resources in-house and may not be able to mobilize all of them for your projects.
For each one of the projects, identify what can/should be done in-house and what can/should be outsourced.
Don’t forget to include a rough evaluation of the budget.
6. Draw the Line & Stay Within the Budget –
The reality of the situation is that you will not be able to handle all the projects this year. In order to keep control of your expenses (or the tap), you have to define what you will spend on consulting for the period, based on where you stand in your transformation (usually from 0.5% to 3% of the revenues).
As a general rule, try to start with those that will generate immediate savings to fuel the additional projects. Another simple principle is to identify projects that will maximize the impact on a given time horizon and accelerate its benefits.
Besides, you need to define what part of the budget will be allocated to strategic projects and what part will be left at managers’ discretion.
7. Start with the High-Priority Projects –
The basic principles in Demand Management require to decide what projects will be outsourced in the next years. Start with the high-priority/high-impact projects.
Once you have reached 2/3 of your targeted budget, have a closer look at the projects still in your portfolio. Do you have projects with lesser priority or impact but an immediate return on investment? Or projects enabling other projects with higher-priority? They might be your next priority.
8. Know what to do when there is No Budget Left For Strategic Projects –
After you allocate your budget, you might end up with projects that are still highly-strategic.
You have several options: you can adjust your budget for this year to integrate them into your portfolio. You can reconsider other strategic projects and reassess the strategic value. You can also reduce the “Use directly” budget to include one or two strategic projects.
9. Ask yourself the right questions –
When setting your priorities, it’s essential to ask the right questions.
Demand Management has to be rooted in a robust decision-making process that maintains the Company’s strategic direction while controlling the costs.

On the strategic value of the project

Is this project an enabler for another strategic project?

What is the expected impact of the project?

How much are we willing to pay for this project?

What is the best timing for this project?

Will you need these skills for other projects in the next 3 years?

On the externalization value

Are the skills involved in the project core for your Company?

Do we improve the business case if we accelerate the project?

Do we have the skills and resources available internally?

Do we have the necessary skills and resources to supervise the project?

Are there companies that can provide that service?

Is there sensitive IP or information involved in the project?

Following the tips suggested above, you should be able to position your projects on a simple decision matrix. And this way, successfully implement demand management for the consulting category.

Author detailsAuthor Bio

Hélène Laffitte

Co-founder & CEO at Consulting Quest

Hélène is the author of Smart Consulting Sourcing, a step by step guide to getting the best ROI from your Consuting. You can follow @helenelaffitte on Twitter.

View Profile

Mail Me

Call Me

Hélène Laffitte is the CEO of Consulting Quest, a Global Performance-Driven Consulting Platform and author of “Smart Consulting Sourcing”, a step by step guide to getting the best ROI from your consulting. With a blend of experience in Procurement and Consulting, Hélène is passionate about helping Companies create more value through Consulting.

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Consulting sourcing tips

Podcast | How to measure Consulting Performance

4 things you should know about asymmetrical information in Consulting

Information is crucial in business. Before you decide to invest in any project, you usually do your due diligence and potentially build a business plan.

Podcast | A Consultant’s perspective on Consulting Sourcing

Your browser does not support the video tag.

Previous Weeks’ issues

This Week In Consulting: What’s ahead for the Media & Entertainment Industry?

This Week in Consulting – Curated News on the Consulting Industry published every Wednesday brought to you by Consulting Quest. This week, February 24th ,2021 , All you need to know about the challenges ahead for governments around the world.
read more

This Week In Consulting: What are the challenges ahead for governments around the world?

This Week in Consulting – Curated News on the Consulting Industry published every Wednesday brought to you by Consulting Quest. This week, February 24th ,2021 , All you need to know about the challenges ahead for governments around the world.
read more

This Week In Consulting: Brexit, Digital disruption, Covid 19: what’s next for the Financial Industry?

This Week in Consulting – Curated News on the Consulting Industry published every Wednesday brought to you by Consulting Quest. This week, February 3rd ,2021 , All you need to know about the future of education.
read more

Choose the best next step for you

Buy the Book

Talk to usWe are always open to a discussion. Just book a 30-min virtual coffee with us and let’s get the conversation started
Book a call

Podcast | Why should Finance and Strategy get involved in decision-making on large consulting projects?

Launching a large consulting project can be daunting. Often the project will impact several functions and locations. How to make sure the project will deliver?
On this week’s Smart consulting Sourcing podcast, Consulting Sourcing Expert Hélène Laffitte explains why should Finance and Strategy get involved in decision-making on large consulting projects.
Key Takeaway: Independent of whether you implement strict Demand Management or just filter projects based on the costs, you need to look closely at the most expensive projects to ensure they are strategic and timely. For that purpose, you will need to have Strategy and Finance involved in the decision.
 

Does Category Management apply to consulting?

Does Category Management apply to consulting?

According to the CIPS, Category Management enables procurement professionals to focus their time and conduct market analysis to leverage their negotiations fully and correctly manage their suppliers in alignment with the corporate objectives

Does category management apply to consulting?
Ultimately, client organizations can generate more savings, but more importantly, maximize value creation.

“If you can’t measure it, you can’t manage it.” – Peter Drucker

While the consulting category is rarely managed separately from the other professional services, it would really benefit from the methodologies of category management. Indeed, the key success factors for efficient consulting sourcing lay in the market’s knowledge, increased collaboration with business lines, and alignment between consulting spend and corporate strategy. The overlap with the key advantages of category management is striking.
The pre-requisite to getting the most from your consulting spend is to recognize consulting as a strategic category. Indeed the size of the spend (0.5% to 3% of revenues) added to the potentially significant impact on the business makes it a key enabler of the strategy.
But does Category Management fully apply to the Consulting Category?

READ ALSO
When you launch a project, you can always hope that the consultant will understand your needs. Or you can write down the reasons why you start a project and what results you expect. Writing an RFP is not easy.

One of the principles of category management is to implement a continuous analysis of the spend, the market, and the performance of the suppliers to identify opportunities for improvement.
1. Spend Analysis
Performing a Spend Analysis is often the first step in aligning the Consulting Procurement Strategy with its strategy. To analyze all the projects outsourced and to forecast for the future, you need to aggregate the Consulting Expenses across all organizational divisions.
The spend analysis’s objective is to produce a fully documented understanding of the company’s prior and future spend for Consulting Services, broken down by users and suppliers.

2. Market Analysis
Knowing the Consulting Market is crucial to procure Consulting Services. Leveraging your existing consulting spend, you can analyze the consulting market for your company’s main capabilities of interest. The second step, often more complex, given the lack of familiarity with the subject, will be to look at the market for the services you could use to accelerate your objectives and create more value.
The Consulting Market Analysis outcome should be a better working knowledge of the supplier market and your place in it. You have identified potential suppliers and know your value as a customer.
But unlike other categories, you cannot limit your supplier analysis to only the major players. The complexity of the market, the diversity of the offerings, and your potential needs’ granularity make it necessary to take a deeper dive into the Consulting Industry.

3. Supplier Performance Analysis
The Supplier Performance Analysis should give you a holistic view of your Consulting Providers’ Performance, broken down per capability, organizational division, and project. It is often based on metrics on tangible performance, such as on-time delivery, respect of the initial budget, and quality of the deliverables.
4. Relationship management
Consulting Services have an intrinsic human component that has a direct impact on performance. Attitude and relationships have a powerful effect on the project’s outcome.The consultant’s behavior with the different stakeholders, his ability to build trust or transfer knowledge are parts of the delivery.Especially for Large Companies, it is recommended to look at the consulting firms’ performance at the partner or project manager level. Indeed, it is not unusual to see significant variability of performance when looking at a company level. However, the performance can be very well correlated with individuals. In other words, people trump brands, and not all Companies are good at everything. Learn to identify each of your Potential Providers’ sweet spot and the partner you want to work with, depending on your needs.Finally, a Consulting firm can deliver perfect action plans but fail to support you in implementing or transmitting enough knowledge to take over when they leave. Make sure to ensure that you can take over the project when the consultant leaves.To conclude, Consulting is indeed a strategic category that fits the category management framework perfectly. Procurement groups could build on their knowledge and experience of category management to manage consulting and rake additional savings and create more value for their internal stakeholders.

Author detailsAuthor Bio

Hélène Laffitte

Co-founder & CEO at Consulting Quest

Hélène is the author of Smart Consulting Sourcing, a step by step guide to getting the best ROI from your Consuting. You can follow @helenelaffitte on Twitter.

View Profile

Mail Me

Call Me

Hélène Laffitte is the CEO of Consulting Quest, a Global Performance-Driven Consulting Platform and author of “Smart Consulting Sourcing”, a step by step guide to getting the best ROI from your consulting. With a blend of experience in Procurement and Consulting, Hélène is passionate about helping Companies create more value through Consulting.

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Consulting sourcing tips

Podcast | How to measure Consulting Performance

4 things you should know about asymmetrical information in Consulting

Information is crucial in business. Before you decide to invest in any project, you usually do your due diligence and potentially build a business plan.

Podcast | A Consultant’s perspective on Consulting Sourcing

Your browser does not support the video tag.

Previous Weeks’ issues

This Week In Consulting: What’s ahead for the Media & Entertainment Industry?

This Week in Consulting – Curated News on the Consulting Industry published every Wednesday brought to you by Consulting Quest. This week, February 24th ,2021 , All you need to know about the challenges ahead for governments around the world.
read more

This Week In Consulting: What are the challenges ahead for governments around the world?

This Week in Consulting – Curated News on the Consulting Industry published every Wednesday brought to you by Consulting Quest. This week, February 24th ,2021 , All you need to know about the challenges ahead for governments around the world.
read more

This Week In Consulting: Brexit, Digital disruption, Covid 19: what’s next for the Financial Industry?

This Week in Consulting – Curated News on the Consulting Industry published every Wednesday brought to you by Consulting Quest. This week, February 3rd ,2021 , All you need to know about the future of education.
read more

Choose the best next step for you

Buy the Book

Talk to usWe are always open to a discussion. Just book a 30-min virtual coffee with us and let’s get the conversation started
Book a call

Podcast | How to prepare the transition for when the consultant departs?

Lets talk about an important part of project management for consulting projects. At one point in time, the consultants will leave your organization. How do you prepare the take over of the projects?
On this week’s Smart consulting Sourcing podcast, Consulting Sourcing Expert Hélène Laffitte explains how to prepare the transition for when the consultant departs.
Key Takeaway: The RFP is all about procuring solutions, not just making a purchase. With that in mind, think long-term and include the ways to determine whether project goals were met and additional consulting support is needed once the consultant leaves.Executives and consultants should keep in touch to ensure that the consultant’s recommended systems and ideas work to resolve the original issue.
 

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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