Management Consultancy

Sections

The management consultancy industry
Introduction
Definitions of consultancy
A profession or an industry?
A brief history of management consultancy
The structure of the industry
Suppliers from outside the industry
The industry today
Consultancy markets and suppliers
The world’s largest consulting firms
The European consultancy market
The UK market
Consultancy profiles
Management consultancy institutions
The future for this industry
References
Professionalism and ethics
Professionalism
Management consultancy
Ethical norms
Ethical guidelines
Appendix B: Ethics questionnaire and responses
Consultancy in a changing world
The main categories of environmental change
Turbulent environments
Conclusion
The client–consultant relationship
The nature and purpose of the consultancy relationship
Who is the client?
Phases of the client–consultant relationship
Interventions and roles
The entry phase
What is the entry phase?
The purposes of the entry phase
The stages of the entry phase
Agreeing the brief and its scope
Planning the project
Preparing the proposal
Presenting the proposal
Data collection and diagnosis
Analysis
Reframing the brief
Data collection
Choosing data collection methods
Diagnosis
Diagnostic techniques
Research methodology
Presenting advice and solutions
Back to basics
Consider your role
List the options
Involve the client
Create solutions
Report writing
Giving presentations
Implementation
What is implementation?
Why do recommendations fail to be implemented?
What typical ‘techniques’ exist to aid implementation?
What is the consultant’s role and what skills are required?
A checklist for consultants
Summary
Consultancy marketing strategies and tactics
Marketing and some important definitions
Direct marketing
An 11-step planning programme
Making it happen
Finance and control issues
The basic economics of management consulting
The economic characteristics of consultancy businesses
Financial planning and control
Project management
Managing human resources
The balance of knowledge
Strategic human resource management
Structure and culture
Policies and strategies
Managing organizational change
Incremental and transformational change
Recognizing the need – triggers for change
Typical change objectives
Managing culture change – key success factors
The implementation of organizational change
Resistance to change
The nature of objectives in a change process
An emerging view of the role of the change consultant
Choice and influence in our roles
Strategy formulation models
What is strategy?
Types of formulation models
Traditional approaches
External-oriented approaches
Financial-oriented approaches
Internal-oriented approaches
Hybrid approaches
Possible roles of a consultant
Consultants’ checklist
Techniques, methods and models of consulting
Different approaches to consulting
Building a practice on an original proprietary approach
Operationalizing knowledge and concepts
Developing proprietary methods
Making the most of proprietary approaches
The impact of IT on consultancy practice
Framework model of an IT consultancy’s services
Generic model of an IT consultancy’s services
IT-related issues
Outsourcing of IT functions
How consultants themselves use IT
Small and medium-sized firms
Why it is necessary to shed some assumptions
What issues leaders of SMEs typically want help with
A practical tool for entering the client’s thought process
Why being different can add to your impact
Understanding personal agendas
Helping people find the business direction
Growing the leaders’ thinking capacity
The business performance workshop approach
Moving forward
The increasing dynamics of change in the public sector
The impact of change can distort the ‘primary task’
The case of a local authority in transition
The implications for organizational consultation
The role of the consultant
Large corporations
Understanding your context and role
Identifying your sponsor
Understanding politics
Managing risk
Programme management
Working with counterparts
Creating conditions for engaging people
Shaping the future
Management consultancy for voluntary organizations
What is a charity?
Constitutional forms
Governance structures
Regulatory regime
The statement of financial activities – the rationale
Fund accounting
Operating structures
Charity Branches
Overseas operations
Other issues
Cost ratios
Taxation
Consulting internationally
Going global
Andersen Consulting
The global network
The role of the internal consultant
Overview of challenges and contribution
The specific nature of the ‘internal’ role
Case studies
Career paths and opportunities
Survival techniques for the internal consultant
Strengths

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