Extract Value from Consultants: How to Hire, Control, and Fire Them
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.
What people are saying - Write a review
We haven't found any reviews in the usual places.
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
In the Event of Termination
Accenture activities actually approach Asia Asian assess assigned benefits billable hours Booz Allen Hamilton brand business objectives business outcome candidate consulting firms capability to deliver challenge chapter client commercial relationship commitment company’s confidentiality consultant’s consulting industry consulting practices consulting services consulting team contract criteria customer relationship management decision deliverables Deloitte Consulting develop document economic model employees ensure enterprise resource plan evaluation executives expenses experience expertise extract value fees firm’s global consulting firms hired identify implementation individual consultant internal junior consultants leverage management consulting Management Summary negotiations organization organization’s outsourcing overall participate personnel perspectives phase potential pricing project manager project team proposed team realize RELATIONSHIP MARkETING response result revenue RFP process roles scope selection process senior manager simply skills staff strategy structure success sultants sulting firms tants tion type of consultants typically understand value from consultants