Management consulting

advantages of the previous, or displaced, scheme, while comments are voiced on the drawbacks of the new scheme being implemented.

It is readily conceded that it takes considerable talent to examine an existing scheme and, on the basis of investigations and results obtained, devise a new, more effective one. It also takes considerable courage to proceed with the implementation of the new scheme when problems arise in the early stages (as is usually the case). When this happens the consultant would do well to take note of the maxim: “Take time to plan your work, then take time to work your plan.”

Jointly with the client, the consultant should make regular and frequent assessments of the progress of implementation. Attention should be paid to the pace of implementation and its broader consequences (e.g. whether the changes in plant layout and organization of the production department are proceeding according to schedule and whether the delivery of any new product will start as promised). Adjustments in the time schedule, the approach taken, or even the original design of the new scheme should be made as appropriate, in an organized manner, avoiding panic decisions.

The consultant’s poised behaviour during this phase of the work will affect the attitudes of the client and his or her staff towards implementation. The consultant must be seen as an enthusiastic colleague who feels fully involved and co-responsible, who has a vision of what should be achieved, and who is able to explain the roles and responsibilities of others engaged in the project.

10.3 Training and developing client staff

In Chapters 1 and 2 we showed the logical and natural link between consulting and training. Both have the same ultimate objective – to improve organizational performance and results – and they support each other. In most operating assignments some training and development of client staff is foreseen in the work programme. It may take a variety of forms and its volume will differ from case to case.

Developing the cooperating team

Perhaps the most interesting and efficient, although the least formalized, method of developing client personnel is through knowledge transfer during direct cooperation with the consultant during the assignment. In a small enterprise, the owner–manager may be personally involved. In other organizations, some managers, the liaison officer and other members of the team who are responsible for the project will work jointly with the consultant. A good consultant takes every opportunity not only to use client staff for routine jobs (such as data collection), but increasingly to involve them in the more sophisticated operations, demanding specific skills and experience, and stimulating learning. As this is an excellent learning opportunity, talented people with good development potential should be assigned to this job, and

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Implementation

not just those who can be spared from their normal duties for the period of the assignment.

Managers in senior positions will also learn from the assignment if the consultant knows how to communicate with them and if they are keen to find out what the consultant’s work methods are. That is why it is more interesting for a senior manager who finds a good consultant to interact with him or her frequently instead of just meeting formally at the beginning and then reading the report at the end of the assignment.

Training for new methods and techniques

A common element in assignments is the training of client staff in specific techniques. This concerns those staff members who are involved in the introduction and use of the technique (e.g. time measurement, statistical quality control, standard costing). A number of people may have to be trained; this may necessitate a precisely defined and scheduled training programme which precedes implementation and may continue during its first stages. A number of approaches are possible, such as:

–on-the-job training by the consultant;

–training of in-company trainers by the consultant;

–training of experimental groups whose members will then train the remaining staff;

–formal in-company training courses (run by the consultant, by special trainers brought in for this purpose, or by the organization’s internal trainers);

–participation of selected staff in external training courses;

–appreciation programmes for those who are not directly involved, but should be informed.

Staff development in complex assignments

The more sophisticated and complex the problems tackled by the consultant, the more difficult it is to design and organize related training and development of staff. This is the case, for example, in assignments aimed at major changes, such as extensive reorganizations and restructuring, important changes in product and market strategies, or the establishment of a new plant including the installation of a new management system. In addition to specific training in new techniques which may be needed, there is a case for a collective development effort to bring about substantial changes in management concepts, strategies, communication and styles.

In these situations, training in particular work techniques and systems may have to be supplemented by programmes aimed at behavioural change. These may include seminars, working groups, discussion groups, special project teams, individual project work, exchange of roles, counselling by the consultant

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