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- Herausgeber: John Wiley & Sons
- Kategorie: Fachliteratur
- Sprache: Englisch
Provide organized, efficient, relevant consulting with lasting value Maximizing the Value of Consulting is an indispensable, practical guide for managing, measuring, and delivering the results that make internal and external consulting a lasting value to clients and the company. Sponsored by the ROI Institute and the Association of Internal Management Consultants, this book provides a roadmap to relevance for consultants operating in the increasingly fast-paced, changing, dynamic environment. Readers will learn how to use resources properly and manage the investment efficiently, while truly connecting to the business, securing appropriate levels of commitment, and providing adequate levels of support. Detailed coverage includes guidance toward calculating the value of consulting in terms that executives understand, including business impact and ROI, and using the appropriate tools to show how things are working throughout the process. Whether organizations are using internal or external consultants, or both, consultants can provide better value to the company. Consultants are needed to provide advice, support, and insight into the processes undertaken to improve the business, and integrate the input of different functional units into a more streamlined strategy. This book is designed to help consultants provide the utmost value to clients by maximizing organization, efficiency, and ultimately, ROI. * Manage for value with better organization and cost control * Set objectives at multiple levels to deliver useful results * Measure implementation, impact, ROI, and intangibles * Use final results to drive appropriate actions, creating lasting value The skyrocketing need for internal and external consultants will continue, in almost every functional area ranging from HR and technology, to auditing and risk management. Maximizing the Value of Consulting provides a manual for relevant, value-driven consulting, with world-renowned expert insight.
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Veröffentlichungsjahr: 2015
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Table of Contents
Title Page
Copyright
Dedication
About the Authors
Jack J. Phillips, PhD
Patti P. Phillips, PhD
William D. Trotter, PhD
Acknowledgments
Preface
The Dilemma
The Foundation
The Flow
Chapter 1: The Role and Importance of Internal and External Consulting
Trends in Internal and External Consulting
Key Practice Areas and Projects
Key Success Factors
Final Thoughts
Chapter 2: Organizing the Consulting Practice to Deliver Value
Creating a Business Plan
Developing Your Methodology
Managing the Project
Structuring Consulting Processes
Planning for Skill and Resource Requirements
Creating a High-Performance Culture
Establishing and Integrating Areas of Practice
Orchestrating an Effective Performance
Final Thoughts
Chapter 3: Managing the Consulting Practice to Deliver Value
Maintaining a Professional Management System
Positioning Business Partner Role
Executing Effective Marketing and Business Development
Managing for Results
Final Thoughts
Chapter 4: Controlling Costs and Enhancing Value
The Planning and Budgeting Process
Monitoring and Controlling Costs
Managing Suppliers for Value
Implications for Maximizing Value-Added
Final Thoughts
Chapter 5: Utilizing the Consulting Scorecard for the Practice
Basic IPO Scorecard
The Balanced Scorecard Process
The Causal Chain Scorecard
AIMC Scorecard
Using the Scorecard
Final Thoughts
Chapter 6: A Logical Approach to Measure Impact and ROI for Projects
The Case for ROI
The ROI Challenge
The Forces Driving ROI
The ROI Methodology
The Framework: Evaluation Levels
The ROI Process Model
The Operating Standard: Guiding Principles
Implementation of the Process
Applications
Application of the ROI Process: A Case Study
Final Thoughts
Chapter 7: Developing Powerful Objectives at Multiple Levels
Overall Project Goal
Levels of Project Objectives
Reaction Objectives
Learning Objectives
Application Objectives
Impact Objectives
Return on Investment Objectives
Importance of Specific Objectives
Final Thoughts
Chapter 8: Aligning Projects to the Business
Introduction to the V Model
Payoff Needs
Business Needs
Performance Needs
Learning Needs
Preference Needs
Final Thoughts
Chapter 9: Planning the Evaluation
Initial Planning for Success
ROI Analysis Plan
Communication Plan
Project Plan
ROI Planning Meeting
Final Thoughts
Chapter 10: Methods of Data Collection
Using Questionnaires and Surveys
Using Interviews
Using Focus Groups
Measuring with Tests
Measuring with Simulation
Using Observation
Using Action Plans
Using Performance Contracts
Monitoring Business Performance Data
Selecting the Appropriate Method for Each Level
Final Thoughts
Chapter 11: Data Collection at All Four Levels
Sources of Data
The Importance of Measuring Inputs, Level 0
Importance of Measuring Reaction, Level 1
The Importance of Measuring Learning, Level 2
Topics for Reaction and Learning
Using Reaction and Learning Data
The Importance of Measuring Application and Implementation, Level 3
The Importance of Measuring Business Impact, Level 4
Data Collection Key Issues
Final Thoughts
Chapter 12: Isolating the Effects of Consulting
The Importance of Isolating the Effects of Consulting Projects
Preliminary Issues
Use of Control Groups
Analytical Approaches
Estimates from Credible Sources
Using the Techniques
Final Thoughts
Chapter 13: Converting Data to Money
Importance of Converting Data to Monetary Values
The Five Key Steps to Convert Data to Money
Standard Monetary Values
When Conversion Should Not Be Pursued: The Intangible Benefits
Selecting the Techniques and Finalizing the Values
Final Thoughts
Chapter 14: Tabulating Project Costs and Calculating ROI
The Importance of Costs and ROI
Developing Costs
Cost Tracking Issues
Major Cost Categories
Basic ROI Issues
ROI Measures
Other ROI Measures
Benefits of the ROI Process
Final Thoughts
Chapter 15: Reporting Results to Key Audiences
Communicating Results: Key Issues
Planning the Communication
Selecting the Audience for Communications
Developing the Information: The Impact Study
Selecting the Communication Media
Communicating the Information
Analyzing Reactions to Communications
Final Thoughts
Chapter 16: Call to Action
At the Organizational Level
At the Individual Project Level
Building Capability
Index
End User License Agreement
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Guide
Cover
Table of Contents
Preface
Begin Reading
List of Illustrations
Chapter 2: Organizing the Consulting Practice to Deliver Value
Figure 2.1 The Five-Phase Consulting Model
Figure 2.2 Strategic Portfolio Management Model
Chapter 3: Managing the Consulting Practice to Deliver Value
Figure 3.1 New Client Development Flowchart
Figure 3.2 Sample Breakdown of All Products and Services
Chapter 4: Controlling Costs and Enhancing Value
Figure 4.1 Action Plan Template
Chapter 5: Utilizing the Consulting Scorecard for the Practice
Figure 5.1 Tools to Analyze Gaps
Figure 5.2 The Kaplan and Norton Balanced Scorecard
Figure 5.3 Scorecard Categories Organized by Causal Chain of Impact
Figure 5.4 AIMC Consulting Scorecard
Figure 5.5 Using the Scorecard to Drive Improvement
Chapter 6: A Logical Approach to Measure Impact and ROI for Projects
Figure 6.1 The “Show-Me” Evolution
Figure 6.2 The Elements of ROI Methodolgy
Figure 6.3 The ROI Process Model
Chapter 8: Aligning Projects to the Business
Figure 8.1 Consulting Alignment with the V Model
Figure 8.2 Alignment for Consulting
Chapter 9: Planning the Evaluation
Figure 9.1 Data Collection Plan
Figure 9.2 ROI Analysis Plan
Figure 9.3 Communication Plan
Figure 9.4 Project Plan
Chapter 10: Methods of Data Collection
Figure 10.1 Types of Questions
Figure 10.2 Example of Questionnaire
Figure 10.3 Action Plan Example
Chapter 11: Data Collection at All Four Levels
Figure 11.1 Project Timetable
Chapter 12: Isolating the Effects of Consulting
Figure 12.1 Control Group Example
Figure 12.2 Example of a Trend Line
Figure 12.3 Forecasting Example
Chapter 13: Converting Data to Money
Figure 13.1 The Relationship between Customer Satisfaction and Loyalty
Figure 13.2 Relationship between Job Engagement and Employee Turnover
Figure 13.3 When Intangibles Are Identified
Chapter 14: Tabulating Project Costs and Calculating ROI
Figure 14.1 Costs Based on Consulting Process Steps
Figure 14.2 Simplified Fully Loaded Costs
Chapter 15: Reporting Results to Key Audiences
Figure 15.1 Presenting the Impact Study to Executive Sponsors
List of Tables
Chapter 1: The Role and Importance of Internal and External Consulting
Table 1.1 Success Factor Assessment
Chapter 2: Organizing the Consulting Practice to Deliver Value
Table 2.1 The Role of Stakeholders in the Business Plan
Table 2.2 Initiative/Project Prioritization Template (Rate from 10 [Highest] to 1 [Lowest] as Described in Case for Action)
Chapter 3: Managing the Consulting Practice to Deliver Value
Table 3.1 Paradigm Shift in Consulting Accountability
Table 3.2 Maturity Continuum
Chapter 4: Controlling Costs and Enhancing Value
Table 4.1 Process/Functional Categories for Cost
Table 4.2 Checklist for Selecting Supplier Partner
Chapter 6: A Logical Approach to Measure Impact and ROI for Projects
Table 6.1 Measurements in Consulting
Chapter 7: Developing Powerful Objectives at Multiple Levels
Table 7.1 Multiple Levels of Objectives
Table 7.2 Reaction Objectives
Table 7.3 Learning Objectives and Typical Action Verbs
Table 7.4 Application Objectives
Chapter 8: Aligning Projects to the Business
Table 8.1 Examples of Hard Data
Table 8.2 Examples of Soft Data
Chapter 10: Methods of Data Collection
Table 10.1 Collecting Application and Impact Data
Chapter 11: Data Collection at All Four Levels
Table 11.1 Examples of Coverage Areas for Application
Table 11.2 Examples of Hard Data
Table 11.3 Examples of Soft Data
Chapter 12: Isolating the Effects of Consulting
Table 12.1 Example of a Participant's Estimation
Table 12.2 Estimates of Consulting Project Impact from Participants
Chapter 13: Converting Data to Money
Table 13.1 An Example Illustrating the Steps for Converting Data to Monetary Values
Table 13.2 Examples of Standard Values in Sales and Marketing
Table 13.3 Turnover Costs Summary
Chapter 14: Tabulating Project Costs and Calculating ROI
Table 14.1 Sources of Costs
Table 14.2 Consulting Cost Categories
Chapter 15: Reporting Results to Key Audiences
Table 15.1 Consulting Project Communication Plan
Table 15.2 Common Target Audiences
Table 15.3 Format of an Impact/ROI Study Report
Maximizing the Value of Consulting
A Guide for Internal and External Consultants
Jack J. Phillips
William D. Trotter
Patricia Pulliam Phillips
Cover image: © iStock.com/Rawpixel
Cover design: Wiley
This book is printed on acid-free paper.
Copyright © 2015 by Jack Phillips, Patti Phillips, and William Trotter. All rights reserved
Published by John Wiley & Sons, Inc., Hoboken, New Jersey
Published simultaneously in Canada
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Library of Congress Cataloging-in-Publication Data
Phillips, Jack J., 1945-
Maximizing the value of consulting : a guide for internal and external consultants / Jack J. Phillips, William Trotter, and Patricia Pulliam Phillips.
pages cm
Includes index.
ISBN 978-1-118-92340-5 (hardback)
1. Consultants. 2. Consulting firms—Management. I. Trotter, William Dow. II. Phillips, Patricia Pulliam. III. Title. HD69.C6P4695 2015
001—dc23
2015008310
From Jack and Patti:
To all the great consultants we have met, who are adding value to their clients
From Bill:
To the great network of internal and external consultants in the Association of Internal Management Consultants (AIMC)
About the Authors
Jack J. Phillips, PhD
Jack J. Phillips, PhD, is a world-renowned expert on accountability, measurement, and evaluation. Phillips provides consulting services for Fortune 500 companies and major global organizations. The author or editor of more than 75 books, he conducts workshops and presents at conferences throughout the world.
Phillips has received several awards for his books and work. On three occasions, Meeting News named him one of the 25 Most Powerful People in the Meetings and Events Industry, based on his work on ROI. The Society for Human Resource Management presented him an award for one of his books and honored a Phillips ROI study with its highest award for creativity. The American Society for Training & Development gave him its highest award, Distinguished Contribution to Workplace Learning and Development for his work on ROI. His work has been featured in the Wall Street Journal, BusinessWeek, and Fortune magazine. He has been interviewed by several television programs, including CNN. Phillips served as president of the International Society for Performance Improvement from 2012 to 2013.
His expertise in measurement and evaluation is based on more than 27 years of corporate experience in the aerospace, textile, metals, construction materials, and banking industries. Phillips has served as training and development manager at two Fortune 500 firms, as senior human resource officer at two firms, as president of a regional bank, and as management professor at a major state university.
This background led Phillips to develop the ROI Methodology—a revolutionary process that provides bottom-line figures and accountability for all types of learning, performance improvement, human resources, technology, and public policy programs.
Phillips regularly consults with clients in manufacturing, service, and government organizations in 60 countries in North and South America, Europe, Africa, Australia, and Asia.
Phillips has undergraduate degrees in electrical engineering, physics, and mathematics; a master's degree in decision sciences from Georgia State University; and a PhD in human resource management from the University of Alabama. He has served on the boards of several private businesses—including two NASDAQ companies—and several nonprofits and associations, including the American Society for Training & Development and the National Management Association. He is chairman of the ROI Institute, and can be reached at 205-678-8101, or by e-mail at [email protected].
Patti P. Phillips, PhD
Patti Phillips, PhD, is president and CEO of the ROI Institute, the leading source of ROI competency building, implementation support, networking, and research. A renowned expert in measurement and evaluation, she helps organizations implement the ROI methodology in 60 countries around the world.
Since 1997, following a 13-year career in the electric utility industry, Phillips has embraced the ROI methodology by committing herself to ongoing research and practice. To this end, she has implemented ROI in private sector, public sector organizations, and nongovernmental organizations. She has authored or edited more than 30 books.
Phillips teaches others to implement the ROI methodology through the ROI certification process, as a facilitator for ATD's Measuring ROI and Evaluating Learning Workshops, and as professor of practice for The University of Southern Mississippi Gulf Coast Campus PhD in Human Capital Development program. She also serves as adjunct faculty for the UN System Staff College in Turin, Italy, where she teaches the ROI methodology through their Evaluation and Impact Assessment Workshop and Measurement for Results-Based Management. Phillips serves on the board of the Center for Talent Reporting and as principal research fellow for The Conference Board's Human Capital Analytics Practice. She serves on numerous doctoral dissertation committees, assisting students as they develop their own research on measurement, evaluation, and ROI.
Phillips's academic accomplishments include a PhD in international development and a master's degree in public and private management. She is certified in ROI evaluation and has been awarded the designations of Certified Professional in Learning and Performance and Certified Performance Technologist. She can be reached at [email protected].
William D. Trotter, PhD
William Dow Trotter, PhD, is an internationally recognized expert in the areas of strategic planning, process and organizational transformation, and creating high-impact internal consulting capabilities.
His career has spanned more than 40 years, including holding executive positions in major corporations and a leading management consulting firm. Key areas of focus included strategy development and execution, enterprise process reengineering, and cross-organizational performance measurement and management.
Dr. Trotter has also taught postgraduate programs at leading universities and conducted seminars on related subjects around the world. His academic endeavors also involved serving as the Director of the Institute for Global Business Strategy, which included a worldwide network of thought leaders in academic institutions and research organizations.
He is currently managing director of the Association of Internal Management Consultants (AIMC) and president of Trotter Consulting International.
The AIMC consists of a powerful network of consulting professionals and provides linkages to leading businesses and public sector organizations. The association has developed an extensive knowledge base of methodologies and best practices to help realize success in the internal consulting field—and also provides training to increase skills and achieve professional certification. Its membership also includes external consultants who work closely with internals on a partnering basis.
Dr. Trotter has also led joint benchmarking studies with other associations to study the increasing need for internal consulting capabilities in a variety of functional areas, including human resources and quality management—with new initiatives in other areas in progress.
He has also authored numerous books, articles, and research papers in the areas of strategic planning, process reengineering, performance measurement, and global business development—including his most recent book, Internal Consulting Excellence, which was a predecessor of this book and included the results of a global survey of more than 1,000 organizations on current practices and key success factors.
Finally, Dr. Trotter is currently providing consulting services to both private and public sector organizations seeking to either establish or further develop and enhance their internal consulting capabilities.
Acknowledgments
We want to thank the many organizations who have allowed us to provide consulting services. Consulting is a principal activity in the ROI Institute, and we are fortunate to provide our services to some of the most admired and most impressive organizations in the world. From the business side, we have been fortunate to work with over half of the Fortune 500 List of Companies. We work with 25 different national governments, hundreds of nongovernmental organizations, including the United Nations, countless nonprofit organizations, colleges and universities, charitable trusts and foundations, and healthcare organizations, providing a rich background of experiences for this book.
We are fortunate to have contact with literally thousands of individuals as we provide consulting services. These clients have allowed us to assist them and, in many cases, we learned with them. So the dedication of this book is to those clients who have embraced our processes, added to our experience base, and helped to generate hundreds of published case studies.
We are very pleased to work with Bill Trotter on this important work. Bill has an outstanding reputation and keen insight into the internal consulting world. As executive director of AIMC, Bill knows this field, and knows the value that consulting can deliver. We are pleased and honored to be connected with him and this important contribution to consulting, both internal and external.
Closer to home, we want to thank the ROI Institute team for their efforts as they support us in our publishing endeavors. We particularly appreciate Hope Nicholas, director of publications, who provided editorial coordination and management support for this book. Hope is an important and valuable member of our organization, as she has done an outstanding job of editing, coordinating, and delivering this manuscript. We appreciate her efforts and we enjoy working with her.
—Jack and Patti Phillips
I would like to thank the many members of the Association of Internal Management Consultants (AIMC) for their contribution in helping to develop the extensive body of knowledge on internal consulting best practices and their partnering arrangements with the numerous external consultants with whom they work.
Over the past 40 years, this association has led the way in developing operational models, competency frameworks, performance measurement programs and other methodologies, tools and techniques to establish and enhance professional-level internal groups and maximize the effectiveness of their total consulting spend.
The AIMC's continual knowledge sharing process through its international network of local chapters, periodic Affinity Group calls, annual conference and various publications has provided great input into both this publication and its predecessor, Internal Consulting Excellence,1 which included a benchmarking study of more than 1,000 organizations.
In addition, our joint benchmarking studies with other associations on the emerging need for internal consulting skills in a variety of functional areas across the enterprise has also contributed to our continuing research. This includes collaboration on research regarding the need for internal consulting skills for the future quality professional and on the evolving business partner role in human resources.
Considerable input has also been gathered from the AIMC's board of directors and executive advisory board.
Finally, I have been fortunate to learn a lot from the numerous clients for whom I have provided consulting services to help them establish or further develop their internal consulting practices across a broad spectrum of industries and consulting practice areas.
—Bill Trotter
1
Trotter,
Internal Consulting Excellence
.
Preface
The Dilemma
The consulting field is facing a dilemma. It is one of the most attractive occupations in the professional jobs category. Internal consultants have high levels of engagement and acceptance in their companies. External consultants have the pleasure of seeing the value-add of their services in all types of organizations. However, according to a recent benchmarking survey, internals don't think they have enough training in key areas. Also, externals are often viewed as outsiders, and their projects seem poorly implemented due to a lack of ownership transfer to their clients. It does not have to be this way. This mutual frustration is sometimes associated with consulting not delivering the promised value. This is easily corrected. This book addresses the issue of maximizing the value of the consulting investment, which is achieved in four major ways. First, this book ensures that consulting is initiated, managed, and delivered with value in mind always—early, often, and as part of the follow-up. Second, it focuses on managing the consulting investment, ensuring that consulting is an efficient process and delivers high ROI. Third, this book shows you how to monitor and report the success of consulting as an entire function, or as an entire organization for external consulting. Finally, it shows you how to deliver value in a project, showing how any consulting project can be measured all the way through to the impact and the financial ROI. This relentless focus on value is the major advantage of this book.
The Foundation
This publication represents a follow-on work to Dr. Trotter's previous book, Internal Consulting Excellence,1 which provided an overview of the research and learnings from his collaboration with the Association of Internal Management Consultants (AIMC). One of the key learnings during his affiliation with this network of internal consulting leaders around the world was the importance of clearly demonstrating their value to the enterprise. This led to discussions with Dr. Jack Phillips and Dr. Patti Phillips of the ROI Institute on incorporating their comprehensive methodology into a jointly authored book focusing on enhancing the value of internal consulting through the development and deployment of a comprehensive performance measurement system.
For two decades the ROI Institute has provided consulting services, now in over 60 countries through 41 partners. In addition, the ROI Institute teaches consultants, both external and internal, methods of delivering business value and measuring success. As part of this, they have built their own consulting network with the ROI Institute and have developed several publications to support consulting, including a best seller from McGraw-Hill, How to Build a Successful Consulting Practice.2
William Trotter brings many years of consulting experience, primarily focused on internal consulting. Bill is the managing director of the Association of Internal Management Consultants. He brings a wealth of experience on how to make consulting successful, effective, and efficient. Through AIMC, Bill works with internal consultants (and numerous external consultants with whom they partner) all over the world to help them become more effective at what they do. This new book combines the best thinking of the ROI Institute and AIMC.
This book is not about how to start a consulting business, market consulting services, or address the legal issues of consulting—many other books do that already. This book is about delivering value from consulting and maximizing the value for the client. But delivering value is more than just measuring the outcomes and ROI, it is about organizing your consulting practice internally and/or externally to deliver value. Projects should begin with the end in mind with clear business connections. Individuals involved in the project must focus on business contribution throughout the process. And yes, at the end, there should be a clear connection between consulting and a business contribution up to and including the financial ROI.
The Flow
The book starts off with early chapters describing the opportunity for consulting, how the field has evolved, how it has grown, some of the key challenges, and issues. This clearly shows the importance of consulting as an integral and permanent part of organizational landscapes. Next, the book begins the journey of maximizing the value, by focusing on how the value is delivered throughout the process—from the beginning of the project to the end. The book explores how the function of consulting and the external consulting practice is managed with value in mind, with value expressed as efficient, effective, and even the financial ROI. The book then moves into capturing the value of the entire function, representing the macro view of the consulting process. This shows how to report results to senior executives, so they can see collectively how well consulting is working, the value it is adding to the organization, and how it connects to critical issues and business outcomes. Finally, a major part of the book shows how to measure the impact and ROI of consulting projects. Using the ROI methodology, the most used and documented evaluation system in the world, this book takes those who are ready step-by-step through the process and shows how to make it work, how to produce the results, and use the results. Finally, this book caps off with a chapter focusing on how to report results to the proper audience and use that data to drive improvement in the future.
For those providing consulting services within their company or public sector organization and external consultants who want to work effectively with clients, this book provides highly practical insights into how to maximize the value of their work and capitalize on future opportunities. All of the material provided here is based on proven best practices from both internal and external consulting organizations.
1
William D. Trotter,
Internal Consulting Excellence
(Marco Island, FL: AIMC Press, 2013).
2
Jack Phillips,
How to Build a Successful Consulting Practice
(New York: McGraw-Hill, 2006).
3
Trotter,
Internal Consulting Excellence
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Chapter 1The Role and Importance of Internal and External Consulting
The beginning point of the journey described in this book is to reflect on the role and importance of consulting, from both the internal and external perspectives. At the same time, it is helpful to review the practices, changing expectations, and new requirements for these important areas. Finally, a snapshot into emerging trends and key success factors make this chapter a fitting introduction to this new book.
Trends in Internal and External Consulting
Both internal and external consulting have grown recently, and their importance continues to emerge. There is a natural evolution that makes consulting a logical solution for many situations. Also, there are a number of forces that have come together to make consulting a great choice for organizations and also as an occupation. While the drivers for growth in internal and external consulting have much overlap, some unique issues are emerging.
Emergence of Internal Consulting
The rapid rate of change coupled with heightened competition on a global basis is increasing the need for companies and public sector organizations to develop effective internal consulting capabilities. The development of this capability helps to better control overall consulting expenditures and obtain greater value for this investment. Internal consulting groups can support the development of key capabilities across the organization essential for future success in areas, such as strategic planning, project management, change leadership, and process improvement.
There are various areas across the organization that are realizing the importance of increasing their internal consulting skills to effectively provide services to their internal clients and developing more of a “business partner” role:
One overall observation is that there is a new business model evolving regarding the emergence of more formalized and structured internal consulting service and their relationship with the external consulting resources with which the organization engages.
The need to unlock the value potential of the total cadre of advisory resources spread across the organization is another key driver in the development of more formalized internal consulting capabilities. For example, most functions in an organization have a few internal consultants.
Organizations are attempting to reduce staffing levels to keep their total employee count very low. This is driven by the desire to be efficient, and the employees on the payroll represent a fixed cost that can be very significant. Reduced staffing leads to opportunities for internal consultants to provide specialized assistance.
Organizations and the work accomplished within are becoming more complex. This means that managers need help with a variety of work-related issues and processes.
The continuing growth of globalization and fast pace of change requires specialized assistance with rules, regulations, culture, and change issues, creating opportunities for internal consultants.
Outsourcing and shifting of transactional activities have created more opportunities for internal consultants. For example, in the human resources function, many of the activities are transactional (e.g., benefits administration, payroll administration) and they have been shifted to other functions such as finance and accounting. Other functions have been outsourced (e.g., help desks, training delivery). This leaves the HR function with a few generalists, often labeled HR advisors or consultants.
It is clear that internal consulting is not only a critical occupation in an organization, but one that is growing and adding tremendous value. From all indications, internal consulting will continue to grow and flourish and add value in all types of organizations.
The Growth of External Consulting
Consulting clearly is a growing occupation, at least among small consulting businesses. The following trends underscore its tremendous growth:
In the United States, baby boomers are moving into their early retirement years. Many of them are seeking new challenges away from the bureaucratic structure of traditional organizations. Wanting to use their expertise and experience in a profitable way, they see consulting as a rewarding and natural next career.
Shareholders of organizations increasingly demand more efficiency, profitability, and growth from organizations. This trend requires management to examine processes and work flow to ensure that organizations are the best that they can be. This, in turn, creates opportunities for external consultants who can assist in this important goal.
Demanding customers are changing the dynamics of customer service. Organizations are constantly under pressure to provide the fastest, most reliable, and friendliest customer service. Consultants provide assistance in this vital area.
Executives often require external validation of particular processes, products, performance areas, and outputs. External validation leads to the need for external consultants.
Globally, there are many opportunities for consultancies as emerging nations eagerly seek to become more modern, up-to-date, and efficient in their processes.
Demographic shifts in all countries are creating changes in market demands, creating opportunities for those who understand these issues and can help organizations meet these particular needs.
The constant flow of fads in and out of organizations creates opportunities for consultants to help organizations address these trends and attempt to make them work in their organization. Some executives constantly seek the newest methods and employ consultants to help implement them.
Executives sometimes prefer to use outsiders rather than rely on the input and advice of their own staff. They feel that the independence of the external viewpoint is important.
In an attempt to become streamlined and efficient, some organizations outsource major parts of their work, creating opportunities for consultants. Often, these consultants come from the ranks of their previous employees.
Executives and managers often have unpleasant tasks, processes, and issues to address. They prefer to use external consultants who are viewed as dispensable and can be quickly removed after the dirty work has been done.
Finally, organizations, desperate to survive, seek all types of assistance and support to improve their situations. This creates many opportunities for consultants.
These trends and others create growth for the consulting industry. Depending on which estimates are used, the figures range from a growth of 15 to 25 percent per year for this profession. At the same time, the actual growth of large consulting practices is not as strong.
Opportunities for Collaboration
A key consideration for external consultants to develop their business in the long term is to explore ways to effectively partner with internal consulting groups and other internal support areas growing into that role. An increasing number of external consultants, from large organizations to sole proprietorships, are realizing significant opportunities to expand their business by working with internal consulting groups and other internals in that role. These partnering opportunities consist of various arrangements, including the following:
Training on key skills and emerging methodologies
Supplementing their expertise and research capabilities
Providing additional resources for joint project activity
Taking on projects for which the internals don't have the capacity or expertise
The important issue is that internal and external consultants are vital to an organization. Both groups are growing, and they must collaborate, as they can learn from each other.
Key Benefits of Building an Internal Consulting Practice
There are numerous benefits to the organization for developing internal consulting groups. Internal consultants perform a key role in identifying, prioritizing, and aligning strategic initiatives by participating in client planning sessions across the organization and helping to identify projects that will have maximum impact on overall performance going forward.
Internal consultants play a major role in facilitating proper implementation and continuous improvement by working with client teams throughout the project, helping to transfer ownership, and transferring needed skills for ongoing execution. Additionally, internals play an important role in building overall organizational capabilities by training and coaching clients participating in key initiatives and maintaining associated networks of expertise.
Effectively managing total consulting spend involves both controlling the overall cost of these services and helping to ensure the maximum benefit for that investment. This includes ensuring the necessary transfer of technology and methodologies to properly train the organization going forward.
Changing Role of Internal Support Functions
Internal support functions in a variety of areas of the organization are increasingly realizing the need to enhance their consulting skills in order to ensure their long-term viability and better service their clients. In a number of these areas, a new organizational structure is evolving to help improve the focus on the need to work more closely with clients and better understand their requirements. In this new structure, one area of the group is often organized to perform the basic operations of the function, sometimes referred to as functional Centers of Excellence (CoEs), while the other area is organized around the major business areas being served as liaison groups to gear services to their needs and act in an advisory type of role. For example, in a human resources department, this would mean that one subgroup in this functional area would be devoted to each of their key operational services, such as benefits, compensation, and staffing, while the other would be aligned with key client groups to work jointly with them in areas such as human capital planning, meeting their specific current and future HR support needs, and addressing issues that might arise in a liaison-type role.
Another example of the many support areas that are in a similar position is information technology (IT). Here, in addition to a number of subgroups providing operational systems development and data processing services, there is an increasing emphasis on developing client interface groups, focusing on providing consulting services to various areas of the organization to help their needs in the areas of technology planning, business case development, process redesign, and project portfolio management. These client interface groups require the same internal consulting skills, as the core internal consulting group. In addition, in many cases, members of the internal consulting group partner with their IT representatives to conduct needs analysis, redesign work processes before new systems requirements are developed, and form/facilitate associated work teams. A best practice approach in this situation is for the internal consulting professional from the core group to mentor their IT counterpart(s) in these areas and have them assume increasing responsibility for the work and deliverables as they gain experience.
Key Practice Areas and Projects
Many consulting groups have found that the development of a broad portfolio of service offerings helps to improve their overall effectiveness by enabling them to become involved in more key projects/initiatives across the organization and play a larger role in these projects. In addition, consultants are increasingly becoming involved in providing external research and benchmarking services to keep with industry trends and increase their knowledge of best practice approaches on a cross-industry basis. This capability helps them to be more proactive in identifying emerging issues and improvement opportunities. The development of a formalized best practice benchmarking project and associated knowledge base helps the internal consultants drive a greater external focus across the organization.
Internal consulting groups generally provide the same portfolio of services as those provided by external consulting practices. The six broad areas of practice are common:
Strategic/business planning
Process and operational improvement
Change management
Organization effectiveness
Compliance and risk management
Performance measurement and management
Strategic/Business Planning
The strategic/business planning area involves working with leadership in various areas of the organization to help develop and implement their strategic plans and major initiatives. This often includes utilizing methodologies such as the following:
Visioning workshops
Business model reframing
Strength, weakness, opportunity, and threat (SWOT) analysis
Brainstorming (including critical thinking and creativity exercises)
There has also been a renewed emphasis on team-based planning initiatives where internal and external consultants can add great value in helping to structure and facilitate the project to more fully engage the organization and create a broader buy-in to future plans.
Process and Operational Improvement
The process and operational improvement area involves working with various segments of the organization to redesign and streamline both core and support processes; eliminate waste, delay, and redundancy; and improve the effectiveness of product and service delivery. This often includes such methodologies as the following:
Business process improvement
Responsibility charting
Network reengineering (including external vendor and partner linkages)
Lean Six Sigma analyses
Project management practices
Activity-based costing
In this area, the internal consultants can add considerable value in addition to their expertise by engaging client groups in opportunity analysis and transferring key skills to help ensure more effective implementation.
Change Management
The change management area involves developing and facilitating projects to modify the organizational structure and associated management processes as external conditions and internal priorities change—in addition to increasing the capability of the organization to effectively deal with these changes. This often includes methodologies such as the following:
Organization change
Overcoming resistance and building resilience
Implementation management
Innovation management
Culture change
By developing these change management capabilities in the client groups with which they relate, consultants are helping the overall organization function more effectively.
Organizational Effectiveness
Many organizations have an organizational effectiveness function designed to make the organization more efficient and effective, usually from a total organizational viewpoint. The organizational effectiveness group could be located in operations, engineering, IT, or human resources. Sometimes there is a business redesign process attempting to redesign processes to meet shifting customer patterns, technological advances, and evolving regulatory environments, for example. Sometimes even the term organizational architecture is used as these consultants design new divisions, departments, or entire companies from the ground up, considering all of the different elements to make a very successful and profitable business. This may also involve the analytics groups that have been created recently with particular emphasis in marketing, logistics, operations, and IT. Recently, this has moved to the human capital area as well. This includes the projects aimed at reinvention for organization or improvement; reinventing so that it can change, adjust, adapt, grow, and become more efficient and effective. Finally, transformational projects that aim at transforming an organization may be housed in this group. This has become an important component where some internal consultants operate and external consultants are engaged.
Compliance and Risk Management
Being out of compliance and having too much risk exposure can be disastrous for an organization. With this in mind, organizations constantly focus on projects and activities aimed at keeping the organization in compliance to ensure that preventive measures are in place so that out-of-compliance situations do not evolve. Also, this involves interpretation of regulations to ensure that the organization can comply with regulations. Consultants provide input to adjust, adopt, and adapt regulations to the organization, perhaps even serve as a force in changing regulations in the future.
This may include risk management, that is, clearly understanding the risks involved and taking steps to mitigate those risks or protect against them. This issue is particularly critical for high-risk organizations, because unexpected events or catastrophes can have a disastrous effect on operations. Some projects would involve scenario planning, in which the organization examines different scenarios to adjust to future changes of regulations, environment, political landscape, and other factors where risks are involved. From an operations perspective, this sometimes involves business interruption processes and contingency planning for disasters of all types. This is a very active, growing area for consulting and consultants.
Performance Measurement and Management
This growing area of internal consulting, particularly in the municipal sector, involves developing and administering the performance measurement system across the organization, in addition to identifying projects to improve overall performance. This includes coordinating the overall performance measurement system, working with executives to identify areas for improvement, and helping lead initiatives to realize better results. Comprehensive performance measurement systems often include the following key components:
A corporate-level performance scorecard, linked to the overall business model containing key metrics in the financial, operations, customer, and employee areas
A cascade of operational level dashboards from the business unit down to the individual contributors
Specification of key performance levels or targets that are aligned vertically, in addition to local operations measurements
Unfortunately, the performance management system in most organizations is not working. It is either disliked by managers or employees, or both, and its connection to the performance of the organization is weak.
Other Areas
Other areas where the internal consulting function is developing include mergers and acquisitions; human capital planning; operations, facilities, and sustainability planning; technology management; and external affairs. In addition, project management, leadership, and facilitation pervades all of these areas of practice.
Shifting Expectations for the Consulting Role (Both Internally and Externally)
Organizations across both the private and public sectors, and client groups within them are creating higher expectations for the consulting services needed to help improve their performance. Key aspects of this trend involve the following:
Creating a more results-based orientation
Delivering more value to the client
Providing increased implementation support
Creating improved capabilities in the organization for learning and continuous improvement
Focusing more attention on sustainability
The increased emphasis on a results-based orientation is borne out of frustration about projects in which deliverables too often do not have measurable performance improvement as an outcome. The “activity orientation” often results in improvement recommendations that are not tied to a clear path for realizing benefits. The pressure for results has led to the proliferation of “rapid results” projects that focus on mapping out a series of expected results during the project life cycle.
Tied very closely to the above trend is the need to deliver more value to the client. This means that the measures of success have changed to include a variety of measures both qualitative and quantitative, and sometimes the financial ROI. More important, the set of data collected profiles success during the consulting project and allows for adjustments along the way. This is a way for project value to be maximized and goes beyond merely focusing on results, instead providing a dynamic way to enhance results.
The need for increased implementation support comes from client experiences of numerous implementation issues and poor acceptance because of a lack of careful planning and coordination of this phase of important projects and programs. Internal consultants are in a unique position to help ensure effective implementation of projects by working closely with their clients to develop effective implementation plans and help onboard and train those who are involved with execution on an ongoing basis.
There is also an increasing realization of the importance of creating improved capabilities for learning and continuous improvement throughout the organization. This involves including a program to transfer key skills to project team members and to process owners who will be responsible for continuing management of the operation going forward. Internal consultants are in a unique position to help ensure effective implementation of projects by working closely with their clients to develop proper implementation plans and help onboard and train those involved with execution on an ongoing basis. Internal consulting groups are strongly positioned to meet these shifting expectations, both utilizing their own resources and partnering with externals to provide additional capabilities.
Finally, an important trend is the focus on sustainability. When a process is improved, initiated, or completed by consultants the issue is, “Can it be sustained?” “Will it still be viable in the years to come?” Consultants are required and expected to make sure that their improvements can be sustained. This eliminates the narcotic effect, in which the consultant is called back again and again to keep the projects going. Instead, sustainability ensures a lasting value, or at least a longer-lasting value, for the consulting project. Also, the focus on sustainability of all types of processes, systems, and technologies can create a need for consultants to teach how to sustain processes and keep methods evolving for long periods of time.
Key Success Factors
For consultants working within major private and public sector organizations, the following areas are among their most important success factors.
Adequate Planning—Early and Often
The obvious starting point for the first success factor is adequate planning in the beginning with routine adjustments along the way. This means that a compelling business plan is the beginning of the planning process. Planning is so important that it is covered in more detail in Chapter 2. In addition, there are often annual plans made and all the planning processes are subject to constant change, review, and revision. An ill-planned consulting project is doomed for failure. Proper planning helps to make your consulting project succeed.
Developing Client Partnerships
A second success factor, building strong client partnerships and credibility, is viewed as being critical in obtaining the needed level of sponsorship to help sustain their practice areas and develop new business opportunities. This includes the ability to work with clients and other stakeholders during their planning process to identify opportunities for improvement. The cultivation of interpersonal skills in the consulting group is an important aspect of building these relationships including team building, overcoming resistance, coaching, and communications planning and management.
Delivering Value
A third success factor is the ability to make a positive impact and continually demonstrate value. This involves developing a strong performance measurement system and tracking return on investment and other benefit measures on both individual projects and the overall internal consulting group investment. It also involves helping to realize successful implementation of the various initiatives in which they are involved.
An additional aspect of maximizing the impact of internal consulting is to focus on transferring key skills throughout the organization. This includes both practice area skills, such as process improvement and lean management, and core skills, such as change leadership and project management. One highly useful technique is to build networks of expertise across the organization to help with project implementation and continuous improvement and to help identify new opportunities.
Address the Financial Issues
A fourth success factor is to focus on the financial aspect of consulting. No topic is more important than the finances of a consulting practice, internal or external. Most consultants typically do not have financial and accounting expertise. If this is the case, it will be necessary to arrange for that expertise. Financial issues are vital and must be addressed often and thoroughly to ensure that the business or practice remains fiscally sound. The initial funding or budget often is the first step in developing the practice. The need for an adequate budget to keep the business going should be part of the original plan, and having the appropriate budgeting process to take the organization through its early startup is critical. Appropriate, fair, and equitable fees or transfer pricing must be established for externals and internals with a charge-back policy, and financial reporting must be in place, so the operational results will be known. Later, several issues may surface, such as managing the spend, which will be explored later.
Manage the Consulting Practice Effectively
A fifth success factor is to manage the business effectively. For some consultants, the most unpleasant and distasteful aspect of consulting is managing the business itself. Because most consultants are not good managers, one classic reason for failure is that they neglect this important issue. Even a one-person practice involves some management issues.
As the practice grows, you may need to employ a business manager, operations manager, or administrative manager. One of the key issues here is not only finding the appropriate person but also being willing to let go of operational control of the organization. An effective business manager can maintain the operations, implement appropriate controls, and build the team. The support staff needs direction and someone available to make day-to-day decisions. A business manager may be the answer for most consulting practices.
Develop a Unique Approach
A sixth success factor is having a unique approach. Every consultant uses a process that clearly defines the practice—usually an expertise developed over several years. The process may include accepted principles with defined and articulated techniques, models, and methods. That process usually determines the niche opportunity and enhances the uniqueness of the practice.
The consulting practice may be connected to an existing, well-known model or methodology, such as Business Process Improvement or Lean Six Sigma. In this case, the consulting process must be standardized with procedures and practices that are documented and spelled out, ensuring that the expressed method is available, adhered to, and consistent from one project to another. As other consultants use that process, the same standards and procedures must apply. The documentation of the process may include an underlying philosophy as well.
Create Effective Proposals or Consulting Contracts and Reports
A seventh success factor is to create effective proposals. A well-written proposal can make the difference between attracting and losing a new client, either internally or externally. Some consultants prefer to document as little as possible in a proposal, attempting to describe the project in conversations and to bind the consultation commitment with a handshake. This informal approach inevitably creates problems later. Written proposals avert misunderstandings and miscommunications. More important, a well-crafted document represents an opportunity to showcase the organization and sell the consulting practice.
A winning proposal begins with clearly defined objectives. The main points in a proposal can vary considerably but should include the following eight elements:
Background and situation.
This is a detailed understanding of the problem and the current situation. It is presented so that the client and consultant agree on the current situation and the statement of the problem that will be addressed.
Objectives of the project.
These objectives define what will be accomplished and the ultimate outcome of the project.
Assumptions.
Various assumptions important to the project are developed and listed.
Methodology.
The consulting process is outlined and includes steps, techniques, models, and approaches that are clearly established. This is the heart of the consulting practice and provides the beat by which the consulting project will move forward.
Deliverables.
Include a list of exactly what will be delivered at the end of the project.
Specific steps.
In addition to the methodology, the specific steps that will be needed as the deliverables are developed and presented are detailed.
Project costs
(for externals and internals with a charge-back policy). A detailed listing of costs is presented. Sometimes there is concern about detailing too many costs; however, it's better to show the client the detailed costs in advance than to have added costs at the end of the project. This approach builds credibility and respect for the consultant and the practice.
Satisfaction guarantee.
A statement of a guarantee is essential.
When accepted, the proposal provides a reference point throughout the project, spelling out exactly what is to be delivered, when, how, and at what cost. It should be reviewed often—and not allowed to collect dust until the end of the project.
Operate in an Ethical Way
An eighth success factor is to operate ethically. Operating Ethical standards, defined as the value system of the owner/consultant, typically are developed as the consulting practice is structured. These standards often are a reflection of personal convictions and define how the consultant will operate in given situations.
Ethical issues surface in many ways. In the external sphere, the consultant may be asked to deliver results completely different from those that were planned. In the internal sphere, the client may require that the work be completed on an unrealistic, perhaps impossible schedule. In either situation, the relationship with a client may be difficult and demanding. There could be organizational issues where the culture and dysfunctional practice of the organization interfere with the completion of the project.
Whatever the ethical issues, when they arise they must be addressed quickly. Ethical issues materialize from the perspective of both the consultant and the client. The consultant must establish appropriate ethical standards and communicate them clearly so that the consultant her- or himself does not become the ethical issue.
Measure Success and Communicate Routinely
The ninth success skill is to measure and communicate. The success of individual consulting projects is directly linked to the overall success of the organization. But, of course, success is measured in different ways.
