Extract Value from Consultants: How to Hire, Control, and Fire Them

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Greenleaf Book Group, 2010 - Business & Economics - 224 pages
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Take control of the consulting process in any business environment with this simple proactive plan. Far too often business consultants fail to deliver the expected business value. But in any organization, whether in the public or private sector, the right type of consultant, if applied effectively to selected problems and projects, will bring value to an organization and credit to the managers who hire them. The consulting industry has evolved from a profession where work was undertaken on the basis of trust and a handshake, into a massive, revenue-driven industry, with sophisticated sales, contracting and client management processes. Yet many organizations that hire consultants fail to recognize these changes and the need to adapt their approaches accordingly.Extract Value from Consultants will assist organizations to make appropriate choices about the consultants they hire, and then to manage them more effectively over the course of the project. Packed with the authors' firsthand observations, case studies, and valuable templates, this book details a step-by-step approach to successfully selecting and managing consultants. Pulling from decades of experience in consulting practices and work in locations around the globe—including on projects to evaluate consulting firms like Accenture, Bain, Deloitte, IBM, and Infosys; and consulting to many leading companies including AFLAC, AMP, BP, DeBeers, Deutsche Bank, Prudential, Samsung and Telesat Canada—the authors reveal the inside secrets of the consulting trade. In clear and commonsense language, they demystify the increasingly complex world of global consulting, and explain how to maximize benefits while reducing consulting expenditure.

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How Consultants Add Value
The Consulting Pyramid Scheme
You Not the Consultants Need to Define the Problem
The RFP Process Your Opportunity to Define the Game
Proposals The Consultants Attempt to Gain the Advantage
Selecting for Merit and Value
Contracting for Business Outcomes Not Just Limited Liability
Retain Control of Your Consultants
Managing Consultants for Success
Beware Consulting Is Different in Asia
Structure of a Typical RFP
key Components of a Consulting Contract
Organization Evaluation
Consultant Evaluation

In the Event of Termination

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About the author (2010)

Over more than two decades, Gordon Perchthold and Jenny Sutton each worked, initially, for technology companies, and then for global management consulting firms. They progressed from senior consultants, through the manager and senior manager ranks (including, for Gordon, a sabbatical at Accenture), to become partners in Deloitte Consulting, and eventually managing partners of International Client Service at ABeam Consulting in Tokyo (formerly Deloitte's Japan practice).In 2006, Gordon and Jenny established The RFP Company. Without the inherent constraints of a traditional consulting firm, they are able to apply a unique consulting approach to assist their clients to structure and extract value from complex business initiatives–which occasionally entails the involvement of large consulting firms.Over their careers, their assignments have take them to Toronto, New York, San Francisco, Sydney, London, Zurich, Hong Kong, Shanghai, and a dozen other cities.

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