How management consultants and their clients can work in partnership
Many capital development, business change, and management improvement projects involve management consultants. Each management consulting firm has their own approaches and methodologies that are not familiar to the enterprise client. Misunderstandings often arise over the scope of the project and the responsibilities of the consultant and the enterprise.
Result-performance Management (R-pM) provides the 21st century partnership model to organize and manage the client business
Conventional management improvement consulting projects have many fundamental problems, such as:
- The client business is not organized, so there is no framework to scope and plan
- Services do not change the business, but structures overlaid on the business
- The value-added by consulting services is not measured to know success
- The client lacks the capability to manage the investment in development and change
- The client does not lead and participate properly to best take over changes
- Human and other capital is not managed for utilization allowing change problems
These and other common problems with current enterprise organization and management structures and management consultancy models are eliminated by Result-performance Management (R-pM). R-pM organizes the client business to provide a base for consulting, and the R-pM management consulting model enables the client and consultant to work in partnership for measured and shared client success. The R-pM community “R-pM Consulting Model” download explains the model for clients and consultants.
Clients and management consultants need a framework to work together in partnership
Management business and organization consulting services tend to be led by the consultant and the client enterprise must await a deliverable.
In an article on 9 February 2006, Scoping change that everyone understands, and in an article on 13 February 2006, How enterprises and consultants must work together for successful business change, we discussed the need for a framework for the consultant and the enterprise to work together. We said that the enterprise and consultant need a way to define the development and improvements that will provide clear and measurable benefits to the enterprise. We said that a consulting model is needed that:
- Provides services to help the enterprise organize, manage, improve and develop fht business for measured value-added benefit
- Provides a method for clients to lead and participate properly in business change
- Provides a clear framework to understand scope and means of participation for both parties
- Provides the organization and approach that eliminates the fundamental problems in current business change
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Provides a methods and tools that both the client and consultant understand and use
- Provides a means to plan and measure the value the consultant provides and the value-added success the client achieves.
We cannot meet these needs with conventional structures, since the structures hide the business and we have no framework to scope change and measure the value produced from the specific scope of change.
We must define results and performance to provide a structure for planning and managing change
We can only meet these needs when we define and organize the enterprise business in terms of results that define very specific business outputs to improve and allow us to measure the value of development. We must also define the capital that produces the results to define specifically the performance to improve and the cost of development. We then have a result-performance structure that organizes the business and provides the framework for the consultant and the enterprise to work together.
Development must include both result development and performance development
The approach to business change and the management consulting model employed must include both result development and performance development. Performance development provides the organization, processes, and solutions from development. Properly organizing and managing capital provides the professional capabilities needed to develop performance. Result development adds the user role, requirements, value, and benefits of development. This provides the means to plan and measure the value the consultant provides and the success the client enterprise achieves.
Clients must develop the capability to manage all investments in development and change
Consultants and their clients will continue to have their conventional problems until they establish a framework for their relationship through management and development of results and separate management and development of performance.
The client must manage investment results, both enterprise level results added or improved by development and also results produced within a result-performance development program. The enterprise must manage its capital and performance solutions, both the take responsibility for support and utilization of developed capital, and also performance solutions utilized within the program.
The consultant must not do what the enterprise can and should do. The consultant leverages enterprise resources and provides and develops capabilities lacking. It is not the consultant’s enterprise, so all result-performance development programs are enterprise led with consultants working in partnership to produce one deliverable; enterprise result value-added success.
Result-performance Management (R-pM) is the answer for both clients and consultants
The answer is provided by Result-performance Management (R-pM), to organize and manage the enterprise business and the R-pM 21st Century Management Consulting Model to guide the enterprise-consultant partnership. To learn more about R-pM, becoming an R-pM management consultant, and using R-pM consultants for your enterprise development visit result-performance-management.com.
21st Century Management eliminates 20th century problems
Result-performance Management (R-pM) eliminates the management consulting problems and other costly 20th century problems. Slash overheads and costs, simplify business management, and boost competitive advantage through R-pM, the conventional method for 21st Century Management.
Download your 21st Century Management Manual today
Your 21st Century Management Manual, The R-pM Toolkit, is available today, is used by both the consultant and the enterprise in 21st Century Management, and is under continual development to expand and refine 21st Century Management. The R-pM Toolkit is offered at a nominal price to encourage wide use of R-pM. Get your R-pM Toolkit, and future updates, at result-performance-management.com.
