Читать книгу The Consultant's Handbook - Parikh Samir - Страница 6

What is a consultant? Today many people call themselves consultants: corporations formulate their strategies with the support of management consultants; a graduate employed by an information technology (IT) company developing software is called a software development consultant; travel agencies are manned by travel consultants; gardeners call themselves landscaping consultants; and a person selling double-glazing introduces himself as a sales consultant. All of these people have quite different roles and skills. On another note, many young graduates freshly employed by companies in the consulting industry are proud of the title ‘consultant’ on their business card but struggle to explain to their friends and relatives from a holistic perspective exactly what it is that they do for a living.

To be successful in consulting you will need to understand its essence: What consulting is, and what it is not. This is particularly important today due to the abundant use of the consultant title. Many of the people bearing the title may not be consultants at all, or at least consulting may only constitute a small part of what they do. The unravelling of consulting and its complexities is not trivial. Consulting is a diverse activity delivered in many different contexts. We will therefore use an incremental approach to reveal the cornerstones of a consulting service as well as the obstacles and conflicts that can be associated with it.

CONSULTING: THE BASIC PROPOSITION

To begin our journey into the world of consulting, consider the following statement:

Consulting is a helping relationship provided based upon expertise and experience.

Consulting is, indeed, a helping relationship and a consultant's primary focus is to help his or her client to achieve a desired objective or outcome. Helping a client may involve many different activities, according to the need and context. Advising, conducting analysis, formulating strategies, designing processes and implementing technology-based solutions are some of the most common examples of consulting help today.

The statement also suggests that the help provided by consultants is based upon two key ingredients: Expertise and experience. Together these form the basis of what we will refer to as the basic consulting proposition.

Consider the following example.

A client plans to build a new house and decides to employ the services of an architect. For the purposes of our discussion an architect could be considered as a type of consultant with specialist knowledge in the design and construction of buildings. Charging on an hourly basis, the architect inspects the client's plot of land and helps her to design her house. His advice is based firstly upon the expertise that he acquired in a school of architecture, and secondly upon the experience that he brings from having designed many similar buildings over the last ten years. In effect, it is the product of these two components that defines his consulting proposition: The value that he can deliver, and in essence the value that the client is getting for her money.

The balance of expertise and experience that forms a consultant's individual proposition can vary tremendously. A graduate new to the consulting business will usually add value based largely upon expertise or skill, such as being educated and certified in a particular business, technology-related or scientific domain. The proposition of a senior consultant, on the other hand, is more likely to be experience weighted, drawing upon the handling of diverse business situations, participation in complex projects or the findings of research accrued over a number of years. Irrespective of the balance, we have introduced the two most important variables that define a consultant's proposition, expertise and experience, which if applied effectively can result in a powerful and high-value service.

If you are working as a consultant it is important that you clearly understand your proposition as an individual. You will need to articulate it to clients and then apply it with accuracy to a variety of problems and situations. Today clients have high expectations of consultants and may challenge you, putting your proposition to the test with questions such as ‘What industry certification do you have enabling you to consult in this area?’ or ‘How long have you worked in this solution domain? Can you give an example of a similar case that you have worked with, and the outcome?’ These are fair and reasonable questions from a client, and a good consultant should be able to answer them clearly and professionally. In Chapter 3, Establishing Credibility, the skill of articulating the consulting proposition will be explored with a view to building a credible consultant–client relationship.

WHO IS QUALIFIED TO BE A CONSULTANT?

We have already highlighted the broad use of the consultant title. Consulting is a largely unregulated profession and, with the exception of certain specific regulated disciplines, there are usually no minimum qualifications attached to the title. Anyone who chooses to brand themselves as a consultant therefore becomes a consultant, and anyone whom a consulting company chooses to hire, albeit according to their own selection criteria, becomes a consultant. The resultant diversity of people acting in a consultant role brings with it many consequences.

Compare consulting with a strictly regulated profession, for example the accounting profession. If you want to call yourself a chartered accountant and print the title on a business card there are a number of professional exams that you must pass, even after completing a university degree. The title is protected. If you were to go to a local copy shop, print business cards bearing the title and start practising without attaining the mandatory qualifications, sooner or later the regulatory agency governing the accounting profession in your country would come along and sue you. The same principle applies to other regulated professions such as medicine. You cannot just call yourself a doctor and start practising on people. The implications would be disastrous.

In consulting there are generally no such regulations. Due to its diversity, consulting is more difficult to regulate than certain other professions and as a result a wide variety of firms and individuals present themselves to corporations as consultants. The performance of these people is generally mixed. Some may be very good, some mediocre and others may perform very badly, unable to deliver to their promises, and consequently rarely earning the opportunity to work for the same client more than once.

Consider now the impact of this dilemma from the client perspective. For clients there is a risk associated with engaging a consulting firm for the first time. The consultants may bring impressive references and present interesting proposals, but until you have seen them perform and produce results you never know exactly what you are going to get. When a client hires a chartered accountant they can be guaranteed of a basic level of skill and performance. Consulting is much more subjective, and the reputation and demonstrated track record of a consultant are therefore key to his or her success. Most well-seasoned clients can refer to at least one occasion when they had a less than satisfactory experience dealing with a consultant. In extreme cases you may encounter organizations that do not like consultants at all. If you face this situation you are likely to encounter resistance from client personnel based upon their scars from the past. The example below highlights one such case.

Some years ago I was flying from Newark International Airport in the United States to Stockholm, Sweden. The flight was approximately eight hours in duration and departed Newark in the early evening. The gentleman sitting next to me on the aeroplane was smartly dressed in a suit with the appearance of a senior executive. As we arrived at our seats we exchanged courtesies. During the first hours of the flight we both focused on our work, until the crew appeared to serve a meal. We placed our computers aside and engaged in light conversation over dinner. I rarely talk much about my work in such situations and generally steer towards lighter social topics of conversation.

The gentleman turned out to be a senior manager for an automotive company, based in Michigan. For many years his key area of specialization had been the design and production of heavy-duty gearboxes, a subject that he clearly relished to talk about. During the course of the next 20 minutes I learned a lot about gearboxes – everything from sensor technology to industrial lubricants and their response to different temperature gradients. My travel companion was pleasant, enthusiastic and told an interesting, although somewhat technically detailed, story.

At a certain point in the discussion the gentleman changed the subject and asked what I did for a living. I responded without hesitation, ‘I am a senior consultant, working with an international firm’. The mood of our conversation changed immediately. ‘Oh – a consultant!’ he exclaimed with a pronounced sigh. For a moment I paused, but as usual my curiosity got the better of me. I was keen to discover what had happened to this gentleman in the not so distant past that had provoked such a reaction. ‘I sense that you have some experience working with consultants’, I said. ‘Would you care to share it?’

His response to this question was a passionate one: ‘We had some consultants working in my organization several months ago. They came in wearing dark suits. They upset all of my people doing everything their way, according to their fancy consulting methodologies. It was like an invasion. They changed a lot of things, cost us a lot of money and left us in a mess. There will definitely be no more consultants in my organization for a very long time.’

It suffices to say that the next team of consultants who engage with the organization concerned will not be welcomed with open arms by the people working there. Clients may indeed be wary regarding the value that consultants will deliver, regarding the way that they will engage, and may be haunted by past experiences. Consultants must therefore be skilled in handling negative perceptions and the obstacles associated with them. We will explore these ideas in Chapter 7, Client Interactions and Related Obstacles. During longer-term consulting engagements an additional client concern may relate to the consistency with which an assignment can be delivered. This is of particular relevance to larger consulting firms that may be forced periodically to rotate the resources assigned to their projects. Consider the following example.

A client engaged a team of consultants from a large, well-known firm. The consultants worked efficiently, were a pleasure to have in-house and exceeded expectations in the output that they produced. The client was delighted with the result and communicated this openly at project conclusion. The following year when another assignment was initiated, the client had no hesitation in engaging the same consulting company based upon his former experience. The second assignment was, however, carried out by a different team from the consulting company. The second team performed well but not as well, in the eyes of the client, as the first team. Although the assignment was completed successfully the client reported a lower level of satisfaction.

This situation emphasizes that consulting, like any professional service-related discipline, is a people business. Client satisfaction is highly dependent upon the skills and attitudes of the individuals carrying out the work. Consulting firms therefore need mechanisms to ensure that they can deliver with high quality and high consistency, limiting dependence on individuals.

Such mechanisms include strict recruitment criteria that go beyond educational qualifications and place a strong focus on practical and interpersonal abilities. Most firms also operate an internal certification programme tied to the defined roles within their organization. An individual aspiring to the role of senior consultant, for example, may have to demonstrate a solid base of experience as well as a highly developed skill set that meets carefully defined criteria before securing the position. It is measures such as these that enable larger firms to deliver a consistent experience to clients.

REPRESENTING A CONSULTING ORGANIZATION

If you are representing a consulting organization rather than operating as an individual, the credentials of your organization will also form an important element of your consulting proposition. When leveraged correctly, these assets become quite significant. Consider working as a consultant representing a firm of 500 people. Your consulting proposition can now be described in two parts: your personal proposition, and that of your organization. When helping your client you will be expected to:

• Leverage your own expertise and experience

• Tap into a network of 500 colleagues, locating answers to questions as needed

• Identify assets created by your organization in similar, past projects and reuse them to improve both quality and efficiency.

We can incorporate these ideas into our definition:

The role of a consultant is to help a client by leveraging his or her own expertise and experience, together with the collective expertise, experience and assets of his or her organization.

A fundamental question is how as consultants we bring these collective assets to bear. Well-managed consulting companies are knowledge management companies, and a number of texts have been published on this topic. The tools and processes required to facilitate effective knowledge management vary depending upon the size of the organization as well as the types of knowledge to be managed. Both formal and informal approaches can be effective. Once, during my junior years as a consultant, a senior colleague described the importance of this with a very simple story.

‘When this company started’, she said, ‘we were 50 employees located in one office spread over two floors of a building. If you were working on a project and needed information or an answer to a question you would consult one central resource – the coffee pot. If you went to the coffee room and chatted with colleagues you would quite easily find either someone who could answer your question, or someone who knew someone who would be able to help. The coffee pot was often something of a saviour. But now with more than 5000 employees spread across five continents the coffee pot has long since exhausted its limitations. That is why we document different types of knowledge objects in databases for easy retrieval, connect specialists globally through networks and communities, and bring people together in face-to-face events such as conferences. Knowledge management has never been more important to the competitive nature of our business’.

Larger consultancy firms invest heavily in the infrastructure required to facilitate effective knowledge management. Experience has shown, however, that the key to success is to create a knowledge sharing culture where employees understand the importance of both contributing to and reusing knowledge assets in their consulting assignments. Even with elaborate tools, databases and processes in place, there are still too many consulting organizations that reinvent the wheel on a daily basis. There is a tendency for creative people to follow their passion to invent before taking the time to check what has been invented before. To deliver with both high quality and high efficiency at least some form of reuse is likely to play an important role.

Many consulting firms market themselves with a great emphasis on corporate experience and knowledge capital. As a result, clients may have high expectations regarding the way in which this is leveraged during an assignment. Consider your answer to the following question if posed by a client:

‘We selected your company due to your experience in this domain. How are you utilizing lessons learned from other cases to benefit this project and our organization?’

As a consultant representing an organisation you will need to recognize that collective knowledge is part of your proposition and incorporate this to at least some extent in each project. Clients will expect it.

ETHICS IN CONSULTING

The topic of ethics plays an important part in the shaping of the consulting proposition. Poor judgement associated with ethics has resulted in the erosion of client–consultant relationships and has been an issue in large consulting collaborations more often than one might expect. The foundation of an ethical relationship with a client relates to the helping relationship that was introduced at the beginning of this chapter.

Consultants are engaged by clients to provide help. They are expected to provide that help with the client's best interest at heart.

Consider a visit to a private doctor, a qualified and experienced medical practitioner. You pay the doctor for a premium service and expect him to give the best possible advice; to act in your best interest. The doctor makes a diagnosis and prescribes an expensive medication. A week later you find out that the doctor is being wined and dined in the city's finest restaurant by the pharmaceutical company that produces the medicine and is recommending it to everybody. You would immediately question the ethics of the decision and question whether you would ever return to the doctor, let alone recommend him to others. Questionable ethical conduct has undermined the relationship.

Providing a consulting service with the client's best interest at heart as well as respecting associated ethical practices concerning matters such as confidentiality and general conduct will usually avoid ethical dilemmas in a consultant–client relationship. The problem, however, can relate to another fundamental issue:

What is in the client's best interest and what is in the consulting company's interest to make more business may not be the same thing.

Consider the following example.

A large consulting company providing IT-related services was contracted to carry out a major systems implementation project in northern Europe. More than 100 consultants were assigned to the project for its two-year duration which represented a significant amount of revenue for the consulting company.

Everything went fine until four months before the project was due to end. Managers within the consulting company suddenly realized that soon close to 100 people would be in need of new assignments and there was little chance of developing sufficient business to maintain the high staff utilization in the time that remained. As a desperate move they approached the client to propose an extension of the project through the provision of additional services. The client was already tight on budget, but the consultants were persuasive and managed to agree an extension of the project for an additional three months, even though the proposed services were only loosely tied to the client's business priorities. Whether the extension of the project was actually in the client's best interest was somewhat questionable. Two weeks after the new work began the project was cancelled by the client as no tangible short-term benefits could be visualized. It was a less than ideal way to end a business collaboration of more than two years.

In the example above the additional services proposed had represented a way to keep the consultants busy, but with no significant benefits to the client. The consulting managers' need to sell their services overtook the key basis of a consulting collaboration, to help their customer. In large organizations managers may be under pressure to meet internal targets and a great emphasis is placed today on what is referred to as add-on business. Ultimately the measures defined within organizations will drive the behaviour and performance of its people. Do not, on the other hand, underestimate your clients. Sooner or later they are likely to recognize what could be referred to as consulting overkill. Some sceptical clients have referred to consultants as people who come into their organizations to conduct an assignment and then never leave, through success in pushing their own agendas.

So how then should consultants promote their services, meet their internal targets, and where does the correct balance lie? We will consider this question later in the chapter.

We can now incorporate the ethical dimension into our consulting definition:

The role of a consultant is to help a client by leveraging his or her own expertise and experience together with the collective expertise, experience and assets of his or her organization, acting in the client's best interest as a trusted adviser.

Through the sensible application of the ideas presented, a consultancy is able to position itself as a partner and trusted adviser to a client. This requires a long-term view rather than a short-term view towards the relationship, which can be a door opener to future business as demonstrated in the example below.

A consulting firm was contacted by a small, fast-growing company working in the professional services industry. The client was concerned that their growth in employee numbers was overtaking the capability of internal business processes and had decided to embark upon a consulting initiative before the situation got out of hand. The consulting firm had been identified based upon reputation in addition to a personal referral from a member of their management team.

In an initial meeting the consultants listened to the client's requirements and concerns, assessing the activities that should be recommended and the value that could be added by a potential assignment. The issues reported by the client may have seemed challenging to the people working in the organization, but were generally not complex in nature. The client, ready to take action, was willing to engage the consultants immediately for an initial contract period of three months.

The consultants reflected upon the case, noting that the issues were more trivial than the client had understood. Would the client later thank them for spending their money for the three months and then realizing that they could probably have solved the problem with limited help themselves? Instead of immediately accepting the assignment the consultants decided to offer some guidance. ‘These are the three areas that you should focus on’, they advised. ‘And these are the type of actions that you should be taking. Try these recommendations, and if after three to four weeks you are still concerned we will be happy to send in a team.’

The client accepted the advice and within a month the people in the organization had successfully resolved the most critical issues themselves.

A year later the consultants were contacted by the client again, regarding a new, much larger opportunity. Based upon the credibility that had been created in the first interaction they were engaged directly, without consideration of other potential consulting suppliers.

Engaging as a partner means having the best interest of your client at heart. As in a personal relationship, you sometimes favour the interest of your partner over your own short-term gains as an investment in a longer-term, valuable relationship. In the practical world of consulting this may mean that not every new client discussion results in immediate business for the consultancy, but that every action you take constitutes a positive next step in your relationship with that client. Demonstrating this intention not only through your words but also through your actions can result in strong client relationships that may shield you from competitors and be your ticket to a long-term business partnership.

CONSULTING VERSUS SELLING

A landscape gardening consultant has appointments with two new clients one Saturday. He tends to arrange such meetings on Saturdays as it is easy to get face time with clients and discuss their options for realizing a variety of garden transformations. He has been in the business for more than 25 years.

He inspects the first client's garden and recommends the trimming of some tall spruce trees, reshaping of the lawn and the replacement of the garden fence despite the fact that the existing fence is in fair condition and could simply be repainted. The landscape gardener's brother happens to be a carpenter who makes fences. The gardener often sells fencing to his clients and gets a good commission from his brother. The client eventually agrees to the plan and a deal is closed.

His second visit is to an old mansion undergoing a full renovation. The garden has not been tended for years and is overgrown. Remains of an old wooden fence, hardly visible in places, separate the garden from neighbouring woodland. The gardener eagerly recommends a new fence to the client to cover the entire perimeter. ‘Yes, agrees the client. You are quite right. Deer stray in from the woodland and eat anything that we try to grow here’. Once again a deal is closed.

Consulting and selling are different things. They have different objectives or agendas, although many people and organizations are required to do both. The objective of consulting is to help the client, acting in the client's best interest. The objective of selling is to persuade the client to buy your product or service and to do whatever you can to make a deal. A car dealer will try to sell you a vehicle from his brand at a premium price, even if he knows that another vehicle from a competing brand would provide what you need for less money. His agenda is not to advise and act in your best interest, but to make a sale.