Archive for the 'Enterprise-consultant Relationship' topic

The Management Consulting Problem

The basic problem is that management consultants have never helped their clients organize and manage the business. Management consulting has always created or improved the structures overlaid on the business.

Management consultant practices tend to build or utilize overlaid structures

Most management consultant services specialize in certain performance capital, which are implemented as separate structures overlaid on the business. Consultants may develop or improve information technology (IT) and information systems, organization, business processes, accounting, strategy, human resources, or performance and productivity structures. Other management consultants may be result-oriented such as sales and marketing, financial, administration, total quality management, project management, supply chain, or customer relationship consultants. In any case, services provided are scoped to their specialized expertise. The consultant contract fixes conditions for the consulting project and redefines the problem to be “satisfy contract conditions”. This induces disconnects for out-of-scope areas and distortions to make it appear that contract conditions are being met.

Much business change consulting has become a “business service” rather than professional consulting

Most management consultants or business service companies involved in business change do not use senior professionals to directly service clients. Their job is to sell projects and to leverage junior consultants. [more...]>

The articles pointed out two basic needs:

These needs are now satisfied by Result-performance Management (R-pM), as explained in the R-pM community downloads “R-pM Consulting Model” and “Selecting a Business Change Consultant”.

The need for a new professional management consultant model to move from business change services to significant client value added

Professional management consulting creates significant client value over the professional fees. Over the past 20 years, much business change management consulting has been packaged and standardized into business services provided by hired staff, rather than professional business problem solving and targeted and measured improvement,

We said in the articles that a management consulting model is needed that provides a method for the enterprise to lead and participate properly in business change, provides a clear framework to understand scope and means of participation for both parties, provides the business organization and management approach that eliminates the fundamental problems in current business change, provides methods and tools that both the client and consultant understand and use, and provides a means to plan and measure the value the consultant provides and the success the enterprise achieves.

The R-pM 21^st Management Consulting Model helps the enterprise and consultant to organize and manage the enterprise business

The key to a new 21^st Century Management Consulting Model and properly defining business change scope is organizing the business to directly manage results and performance solutions. The enterprise must be willing to or already be managing the results produced across the enterprise. The first results the enterprise must be willing to manage or be managing are investment management results. By producing investment management results, the enterprise is able to take responsibility for change over time. The scope of the project must be defined in terms of results. The objective of all business change is to add value to results.< [more...]agement.com.

Today’s corporations and other enterprises find business change hard to manage, because of obstacles imposed by conventional methods. The main obstacle is that to manage business change, the enterprise must first organize and manage the business. The business changes with every management decision to produce a new result, not to produce a finished result, or to utilize different performance solutions. If the business was organized, the business organization would change automatically to keep the business organized. Business change does not wait until every few years, when management decides it is time for business change.

The obstacles that hamper business change management are eliminated by Result-performance Management (R-pM). Result-performance Management organizes and manages business results and the performance solutions that produce results. R-pm plans and manages only the new and improved results from change and the capital developed as performance solutions to produce results. Review the worldwide R-pM community download “How to Manage Business Change” to manage your next capital development, performance or productivity improvement, reorganization, or solution implementation project.

Conventional business organization and management methods are obstacles to business change

We need to manage business change so that we do not have change problems. However, five main obstacles in conventional methods prevent us from properly managing business change: [more...]

Clients and management consultants often suffer losses because they are not working together properly

There have been many stories about enterprise clients who have suffered at the hands of consultants. There have been many cases where consultants suffer losses at the hands of enterprise clients. Can we develop a standard model where enterprise clients and management consultants can work for successful business change on the part of the client and reasonable business risk on the part of the consultants? Is there a way for clients and consultants to work together and share success?

Conventional management consulting models make it difficult for both the consultant and the client

Professional management consultants want to work together with clients on business change for measured and understood client success. Clients want to employ consultants to achieve clear bottom line benefit. But this capability is not provided directly by existing consulting models.

A new management consulting model must enable the consultant and client to work together for measured client success

A consulting model is needed that 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, provides methods and tools that both the client and consultant understand and use, and provides a means to plan and measure the value the consultant provides and the success the client achieves.

Result-performance Management (R-pM) enables the enterprise and consultants to work in partnerships to create result value-added

Now, there is Result-performance Management (R-pM). R-pM employs one integrated method to organize and manage the business. The R-pM consulting model enables R-pM consultants to provide professional services in partnership with the enterprise for result value-added success. The enterprise and consultant scope a program to improve specific results and performance solutions to produce a planned added result value-added over a payback period with management goals for utilization of improved performance solutions.

Learn the Basics of R-pM from articles under that category, or join the R-pM community to download information on R-pM. .

Corporations have problems because of improper change management

Over the past decade, we have participated in many new business change waves like business process reengineering (BPR), enterprise resource planning (ERP), customer relationship management (CRM), etc. Problems arose because we did not manage change properly. Consultants devised a new service “Change management” to straighten out the problems. Is this the answer, to create problems, and then hire consultants to fix them? Can we manage business change so that we don’t have the problems? What do we need to manage change within the enterprise?

Conventional business change is an upheaval rather than the routine

Why do we have change management problems? There are two basic reasons: our change is suppressed and accumulated until pressure builds and we have a major upheaval, and secondly because we do not manage our capital, including human capital, properly. We can get rid of change management problems by changing our organization and roles gradually each time we try to do new things or stop doing old things. We also must support, develop, and manage the utilization of all of our capital on a day-to-day basis.< [more...]>