- •In praise of the fourth edition
- •CONTENTS
- •FOREWORD
- •The concept of consulting
- •Purpose of the book
- •Terminology
- •Plan of the book
- •ABBREVIATIONS AND ACRONYMS
- •1.1 What is consulting?
- •Box 1.1 On giving and receiving advice
- •1.2 Why are consultants used? Five generic purposes
- •Figure 1.1 Generic consulting purposes
- •Box 1.2 Define the purpose, not the problem
- •1.3 How are consultants used? Ten principal ways
- •Box 1.3 Should consultants justify management decisions?
- •1.4 The consulting process
- •Figure 1.2 Phases of the consulting process
- •1.5 Evolving concepts and scope of management consulting
- •2 THE CONSULTING INDUSTRY
- •2.1 A historical perspective
- •2.2 The current consulting scene
- •2.3 Range of services provided
- •2.4 Generalist and specialist services
- •2.5 Main types of consulting organization
- •2.6 Internal consultants
- •2.7 Management consulting and other professions
- •Figure 2.1 Professional service infrastructure
- •2.8 Management consulting, training and research
- •Box 2.1 Factors differentiating research and consulting
- •3.1 Defining expectations and roles
- •Box 3.1 What it feels like to be a buyer
- •3.2 The client and the consultant systems
- •Box 3.2 Various categories of clients within a client system
- •Box 3.3 Attributes of trusted advisers
- •3.4 Behavioural roles of the consultant
- •Box 3.4 Why process consultation must be a part of every consultation
- •3.5 Further refinement of the role concept
- •3.6 Methods of influencing the client system
- •3.7 Counselling and coaching as tools of consulting
- •Box 3.5 The ICF on coaching and consulting
- •4 CONSULTING AND CHANGE
- •4.1 Understanding the nature of change
- •Figure 4.1 Time span and level of difficulty involved for various levels of change
- •Box 4.1 Which change comes first?
- •Box 4.2 Reasons for resistance to change
- •4.2 How organizations approach change
- •Box 4.3 What is addressed in planning change?
- •Box 4.4 Ten overlapping management styles, from no participation to complete participation
- •4.3 Gaining support for change
- •4.4 Managing conflict
- •Box 4.5 How to manage conflict
- •4.5 Structural arrangements and interventions for assisting change
- •5 CONSULTING AND CULTURE
- •5.1 Understanding and respecting culture
- •Box 5.1 What do we mean by culture?
- •5.2 Levels of culture
- •Box 5.2 Cultural factors affecting management
- •Box 5.3 Japanese culture and management consulting
- •Box 5.4 Cultural values and norms in organizations
- •5.3 Facing culture in consulting assignments
- •Box 5.5 Characteristics of “high-tech” company cultures
- •6.1 Is management consulting a profession?
- •6.2 The professional approach
- •Box 6.1 The power of the professional adviser
- •Box 6.2 Is there conflict of interest? Test your value system.
- •Box 6.3 On audit and consulting
- •6.3 Professional associations and codes of conduct
- •6.4 Certification and licensing
- •Box 6.4 International model for consultant certification (CMC)
- •6.5 Legal liability and professional responsibility
- •7 ENTRY
- •7.1 Initial contacts
- •Box 7.1 What a buyer looks for
- •7.2 Preliminary problem diagnosis
- •Figure 7.1 The consultant’s approach to a management survey
- •Box 7.2 Information materials for preliminary surveys
- •7.3 Terms of reference
- •Box 7.3 Terms of reference – checklist
- •7.4 Assignment strategy and plan
- •Box 7.4 Concepts and terms used in international technical cooperation projects
- •7.5 Proposal to the client
- •7.6 The consulting contract
- •Box 7.5 Confidential information on the client organization
- •Box 7.6 What to cover in a contract – checklist
- •8 DIAGNOSIS
- •8.1 Conceptual framework of diagnosis
- •8.2 Diagnosing purposes and problems
- •Box 8.1 The focus purpose – an example
- •Box 8.2 Issues in problem identification
- •8.3 Defining necessary facts
- •8.4 Sources and ways of obtaining facts
- •Box 8.3 Principles of effective interviewing
- •8.5 Data analysis
- •Box 8.4 Cultural factors in data-gathering – some examples
- •Box 8.5 Difficulties and pitfalls of causal analysis
- •Figure 8.1 Force-field analysis
- •Figure 8.2 Various bases for comparison
- •8.6 Feedback to the client
- •9 ACTION PLANNING
- •9.1 Searching for possible solutions
- •Box 9.1 Checklist of preliminary considerations
- •Box 9.2 Variables for developing new forms of transport
- •9.2 Developing and evaluating alternatives
- •Box 9.3 Searching for an ideal solution – three checklists
- •9.3 Presenting action proposals to the client
- •10 IMPLEMENTATION
- •10.1 The consultant’s role in implementation
- •10.2 Planning and monitoring implementation
- •10.3 Training and developing client staff
- •10.4 Some tactical guidelines for introducing changes in work methods
- •Figure 10.1 Comparison of the effects on eventual performance when using individualized versus conformed initial approaches
- •Figure 10.2 Comparison of spaced practice with a continuous or massed practice approach in terms of performance
- •Figure 10.3 Generalized illustration of the high points in attention level of a captive audience
- •10.5 Maintenance and control of the new practice
- •11.1 Time for withdrawal
- •11.2 Evaluation
- •11.3 Follow-up
- •11.4 Final reporting
- •12.1 Nature and scope of consulting in corporate strategy and general management
- •12.2 Corporate strategy
- •12.3 Processes, systems and structures
- •12.4 Corporate culture and management style
- •12.5 Corporate governance
- •13.1 The developing role of information technology
- •13.2 Scope and special features of IT consulting
- •13.3 An overall model of information systems consulting
- •Figure 13.1 A model of IT consulting
- •Figure 13.2 An IT systems portfolio
- •13.4 Quality of information systems
- •13.5 The providers of IT consulting services
- •Box 13.1 Choosing an IT consultant
- •13.6 Managing an IT consulting project
- •13.7 IT consulting to small businesses
- •13.8 Future perspectives
- •14.1 Creating value
- •14.2 The basic tools
- •14.3 Working capital and liquidity management
- •14.4 Capital structure and the financial markets
- •14.5 Mergers and acquisitions
- •14.6 Finance and operations: capital investment analysis
- •14.7 Accounting systems and budgetary control
- •14.8 Financial management under inflation
- •15.1 The marketing strategy level
- •15.2 Marketing operations
- •15.3 Consulting in commercial enterprises
- •15.4 International marketing
- •15.5 Physical distribution
- •15.6 Public relations
- •16 CONSULTING IN E-BUSINESS
- •16.1 The scope of e-business consulting
- •Figure 16.1 Classification of the connected relationship
- •Box 16.1 British Telecom entering new markets
- •Box 16.2 Pricing models
- •Box 16.3 EasyRentaCar.com breaks the industry rules
- •Box 16.4 The ThomasCook.com story
- •16.4 Dot.com organizations
- •16.5 Internet research
- •17.1 Developing an operations strategy
- •Box 17.1 Performance criteria of operations
- •Box 17.2 Major types of manufacturing choice
- •17.2 The product perspective
- •Box 17.3 Central themes in ineffective and effective development projects
- •17.3 The process perspective
- •17.4 The human aspects of operations
- •18.1 The changing nature of the personnel function
- •18.2 Policies, practices and the human resource audit
- •Box 18.1 The human resource audit (data for the past 12 months)
- •18.3 Human resource planning
- •18.4 Recruitment and selection
- •18.5 Motivation and remuneration
- •18.6 Human resource development
- •18.7 Labour–management relations
- •18.8 New areas and issues
- •Box 18.2 Current issues in Japanese human resource management
- •Box 18.3 Current issues in European HR management
- •19.1 Managing in the knowledge economy
- •Figure 19.1 Knowledge: a key resource of the post-industrial area
- •19.2 Knowledge-based value creation
- •Figure 19.2 The competence ladder
- •Figure 19.3 Four modes of knowledge transformation
- •Figure 19.4 Components of intellectual capital
- •Figure 19.5 What is your strategy to manage knowledge?
- •19.3 Developing a knowledge organization
- •Figure 19.6 Implementation paths for knowledge management
- •Box 19.1 The Siemens Business Services knowledge management framework
- •20.1 Shifts in productivity concepts, factors and conditions
- •Figure 20.1 An integrated model of productivity factors
- •Figure 20.2 A results-oriented human resource development cycle
- •20.2 Productivity and performance measurement
- •Figure 20.3 The contribution of productivity to profits
- •20.3 Approaches and strategies to improve productivity
- •Figure 20.4 Kaizen building-blocks
- •Box 20.1 Green productivity practices
- •Figure 20.5 Nokia’s corporate fitness rating
- •Box 20.2 Benchmarking process
- •20.4 Designing and implementing productivity and performance improvement programmes
- •Figure 20.6 The performance improvement planning process
- •Figure 20.7 The “royal road” of productivity improvement
- •20.5 Tools and techniques for productivity improvement
- •Box 20.3 Some simple productivity tools
- •Box 20.4 Multipurpose productivity techniques
- •Box 20.5 Tools used by most successful companies
- •21.1 Understanding TQM
- •21.2 Cost of quality – quality is free
- •Figure 21.1 Typical quality cost reduction
- •Box 21.1 Cost items of non-conformance associated with internal and external failures
- •Box 21.2 The cost items of conformance
- •21.3 Principles and building-blocks of TQM
- •Figure 21.2 TQM business structures
- •21.4 Implementing TQM
- •Box 21.3 The road to TQM
- •Figure 21.3 TQM process blocks
- •21.5 Principal TQM tools
- •Box 21.4 Tools for simple tasks in quality improvement
- •Figure 21.4 Quality tools according to quality improvement steps
- •Box 21.5 Powerful tools for company-wide TQM
- •21.6 ISO 9000 as a vehicle to TQM
- •21.7 Pitfalls and problems of TQM
- •21.8 Impact on management
- •21.9 Consulting competencies for TQM
- •22.1 What is organizational transformation?
- •22.2 Preparing for transformation
- •Figure 22.1 The change-resistant organization
- •22.3 Strategies and processes of transformation
- •Figure 22.2 Linkage between transformation types and organizational conditions
- •Figure 22.3 Relationships between business performance and types of transformation
- •Box 22.1 Eight stages for transforming an organization
- •22.4 Company turnarounds
- •Box 22.2 Implementing a turnaround plan
- •22.5 Downsizing
- •22.6 Business process re-engineering (BPR)
- •22.7 Outsourcing and insourcing
- •22.8 Joint ventures for transformation
- •22.9 Mergers and acquisitions
- •Box 22.3 Restructuring through acquisitions: the case of Cisco Systems
- •22.10 Networking arrangements
- •22.11 Transforming organizational structures
- •22.12 Ownership restructuring
- •22.13 Privatization
- •22.14 Pitfalls and errors to avoid in transformation
- •23.1 The social dimension of business
- •23.2 Current concepts and trends
- •Box 23.1 International guidelines on socially responsible business
- •23.3 Consulting services
- •Box 23.2 Typology of corporate citizenship consulting
- •23.4 A strategic approach to corporate responsibility
- •Figure 23.1 The total responsibility management system
- •23.5 Consulting in specific functions and areas of business
- •23.6 Future perspectives
- •24.1 Characteristics of small enterprises
- •24.2 The role and profile of the consultant
- •24.4 Areas of special concern
- •24.5 An enabling environment
- •24.6 Innovations in small-business consulting
- •25.1 What is different about micro-enterprises?
- •Box 25.1 Consulting in the informal sector – a mini case study
- •25.3 The special skills of micro-enterprise consultants
- •Box 25.2 Private consulting services for micro-enterprises
- •26.1 The evolving role of government
- •Box 26.1 Reinventing government
- •26.2 Understanding the public sector environment
- •Figure 26.1 The public sector decision-making process
- •Box 26.2 The consultant–client relationship in support of decision-making
- •Box 26.3 “Shoulds” and “should nots” in consulting to government
- •26.3 Working with public sector clients throughout the consulting cycle
- •26.4 The service providers
- •26.5 Some current challenges
- •27.1 The management challenge of the professions
- •27.2 Managing a professional service
- •Box 27.1 Challenges in people management
- •27.3 Managing a professional business
- •Box 27.2 Leverage and profitability
- •Box 27.3 Hunters and farmers
- •27.4 Achieving excellence professionally and in business
- •28.1 The strategic approach
- •28.2 The scope of client services
- •Box 28.1 Could consultants live without fads?
- •28.3 The client base
- •28.4 Growth and expansion
- •28.5 Going international
- •28.6 Profile and image of the firm
- •Box 28.2 Five prototypes of consulting firms
- •28.7 Strategic management in practice
- •Box 28.3 Strategic audit of a consulting firm: checklist of questions
- •Box 28.4 What do we want to know about competitors?
- •Box 28.5 Environmental factors affecting strategy
- •29.1 The marketing approach in consulting
- •Box 29.1 Marketing of consulting: seven fundamental principles
- •29.2 A client’s perspective
- •29.3 Techniques for marketing the consulting firm
- •Box 29.2 Criteria for selecting consultants
- •Box 29.3 Branding – the new myth of marketing?
- •29.4 Techniques for marketing consulting assignments
- •29.5 Marketing to existing clients
- •Box 29.4 The cost of marketing efforts: an example
- •29.6 Managing the marketing process
- •Box 29.5 Information about clients
- •30 COSTS AND FEES
- •30.1 Income-generating activities
- •Table 30.1 Chargeable time
- •30.2 Costing chargeable services
- •30.3 Marketing-policy considerations
- •30.4 Principal fee-setting methods
- •30.5 Fair play in fee-setting and billing
- •30.6 Towards value billing
- •30.7 Costing and pricing an assignment
- •30.8 Billing clients and collecting fees
- •Box 30.1 Information to be provided in a bill
- •31 ASSIGNMENT MANAGEMENT
- •31.1 Structuring and scheduling an assignment
- •31.2 Preparing for an assignment
- •Box 31.1 Checklist of points for briefing
- •31.3 Managing assignment execution
- •31.4 Controlling costs and budgets
- •31.5 Assignment records and reports
- •Figure 31.1 Notification of assignment
- •Box 31.2 Assignment reference report – a checklist
- •31.6 Closing an assignment
- •32.1 What is quality management in consulting?
- •Box 32.1 Primary stakeholders’ needs
- •Box 32.2 Responsibility for quality
- •32.2 Key elements of a quality assurance programme
- •Box 32.3 Introducing a quality assurance programme
- •Box 32.4 Assuring quality during assignments
- •32.3 Quality certification
- •32.4 Sustaining quality
- •33.1 Operating workplan and budget
- •Box 33.1 Ways of improving efficiency and raising profits
- •Table 33.2 Typical structure of expenses and income
- •33.2 Performance monitoring
- •Box 33.2 Monthly controls: a checklist
- •Figure 33.1 Expanded profit model for consulting firms
- •33.3 Bookkeeping and accounting
- •34.1 Drivers for knowledge management in consulting
- •34.2 Factors inherent in the consulting process
- •34.3 A knowledge management programme
- •34.4 Sharing knowledge with clients
- •Box 34.1 Checklist for applying knowledge management in a small or medium-sized consulting firm
- •35.1 Legal forms of business
- •35.2 Management and operations structure
- •Figure 35.1 Possible organizational structure of a consulting company
- •Figure 35.2 Professional core of a consulting unit
- •35.3 IT support and outsourcing
- •35.4 Office facilities
- •36.1 Personal characteristics of consultants
- •36.2 Recruitment and selection
- •Box 36.1 Qualities of a consultant
- •36.3 Career development
- •Box 36.2 Career structure in a consulting firm
- •36.4 Compensation policies and practices
- •Box 36.3 Criteria for partners’ compensation
- •Box 36.4 Ideas for improving compensation policies
- •37.1 What should consultants learn?
- •Box 37.1 Areas of consultant knowledge and skills
- •37.2 Training of new consultants
- •Figure 37.1 Consultant development matrix
- •37.3 Training methods
- •Box 37.2 Training in process consulting
- •37.4 Further training and development of consultants
- •37.5 Motivation for consultant development
- •37.6 Learning options available to sole practitioners
- •38 PREPARING FOR THE FUTURE
- •38.1 Your market
- •Box 38.1 Change in the consulting business
- •38.2 Your profession
- •38.3 Your self-development
- •38.4 Conclusion
- •APPENDICES
- •4 TERMS OF A CONSULTING CONTRACT
- •5 CONSULTING AND INTELLECTUAL PROPERTY
- •7 WRITING REPORTS
- •SUBJECT INDEX
MANAGEMENT CONSULTING
A G U I D E T O T H E P R O F E S S I O N
Fourth edition
Edited by MILAN KUBR
INTERNATIONAL LABOUR OFFICE GENEVA
Manage Consult PRELIMS 7/11/02 10:58 AM Page ii
In praise of the fourth edition
“ the first edition of Management consulting appeared, hardly any books had been published on the subject. Almost immediately, Management consulting became the standard text in the field… In today’s plethora of books on the subject, the fourth edition still stands out, just like the first. As a guide for the novice consultant and reference for the experienced, this book´s grasp of the subject matter, breadth of coverage, simplicity of treatment, and accessibility is unsurpassed. Its perspective on the world of consulting is fresh and down-to-earth.”
Gerald A. Simon, CMC, FIMC, Chairman of the Editorial Board,
C2M Consulting to Management
“The consulting industry is going through profound changes. Practitioners and clients both need to be aware of these changes in order to ensure that client value continues to be delivered. Milan Kubr's book Management consulting: A guide to the profession is a great starting point to understanding the state of the industry and how it's evolving.”
Wayne Cooper, Publisher of Management Consulting International and
Consultants News, and CEO of Kennedy Information
“Management consulting: A guide to the profession" is the most comprehensive capture of the body of knowledge of management consulting. The text is the most thorough guide for those who want to develop the competence leading to certification in this profession.”
E. Michael Shays, CMC, FIMC, Executive Director,
International Council of Management Consulting Institutes, and Chairman,
Institute of Management Consultants, United States
“How fortunate for both the novice and the battle-scarred veteran to now have a new fourth edition of this classic text, which has been an indispensable tool for me over many years.
Balancing the professional and the business aspects of management consulting, Milan Kubr and his team of authors have integrated the spectrum of current theories and practices into a pragmatic guide which will become the handbook of our time.”
Patrick J. McKenna, management consultant and co-author of First among equals: How to manage a group of professionals
“The Asian Productivity Organization has greatly benefited from the previous editions of Management consulting in developing consultants in Asia. The current edition will contribute to further building up the core competence in consulting services with a pragmatic approach to creating the knowledge economy and enhancing business competitiveness.”
Yuji Yamada, Special Adviser to the Secretary-General, Asian Productivity Organization
MANAGEMENT CONSULTING
A G U I D E T O T H E P R O F E S S I O N
Fourth edition
Edited by MILAN KUBR
INTERNATIONAL LABOUR OFFICE GENEVA
Copyright © International Labour Organization 2002
First published 1976
Fourth edition 2002
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Kubr, M. (ed.)
Management consulting: A guide to the profession (fourth edition)
Geneva, International Labour Office, 2002
Guide, management consultancy, management consultant. 12.04.1
ISBN 92-2-109519-3
ILO Cataloguing-in-Publication Data
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Printed in Switzerland
Typeset by Magheross Graphics, Switzerland & Ireland
CONTENTS
Authors and acknowledgements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
xiii |
|
Foreword . . |
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
xv |
Abbreviations and acronyms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
xxi |
|
Part I |
MANAGEMENT CONSULTING IN PERSPECTIVE |
|
Chapter 1 |
Nature and purpose of management consulting . . . . . . . . . . . . . . |
. 3 |
1.1 |
What is consulting? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
. 3 |
1.2 |
Why are consultants used? Five generic purposes . . . . . . . . . . . . . . |
10 |
1.3 |
How are consultants used? Ten principal ways . . . . . . . . . . . . . . . . . |
16 |
1.4 |
The consulting process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
21 |
1.5 |
Evolving concepts and scope of management consulting . . . . . . . . . |
26 |
Chapter 2 |
The consulting industry . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
31 |
2.1 |
A historical perspective . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
31 |
2.2 |
The current consulting scene . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
35 |
2.3 |
Range of services provided . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
39 |
2.4 |
Generalist and specialist services . . . . . . . . . . . . . . . . . . . . . . . . . . . |
43 |
2.5 |
Main types of consulting organization . . . . . . . . . . . . . . . . . . . . . . . |
45 |
2.6 |
Internal consultants . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
50 |
2.7 |
Management consulting and other professions . . . . . . . . . . . . . . . . . |
53 |
2.8 |
Management consulting, training and research . . . . . . . . . . . . . . . . . |
56 |
Chapter 3 |
The consultant–client relationship . . . . . . . . . . . . . . . . . . . . . . . . . |
61 |
3.1 |
Defining expectations and roles . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
61 |
3.2 |
The client and the consultant systems . . . . . . . . . . . . . . . . . . . . . . . . |
64 |
3.3 |
Critical dimensions of the consultant–client relationship . . . . . . . . . |
66 |
v
Management consulting |
|
|
3.4 |
Behavioural roles of the consultant . . . . . . . . . . . . . . . . . . . . . . . . . |
. 70 |
3.5 |
Further refinement of the role concept . . . . . . . . . . . . . . . . . . . . . . . |
73 |
3.6 |
Methods of influencing the client system . . . . . . . . . . . . . . . . . . . . . |
76 |
3.7 |
Counselling and coaching as tools of consulting . . . . . . . . . . . . . . . |
80 |
Chapter 4 |
Consulting and change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
85 |
4.1 |
Understanding the nature of change . . . . . . . . . . . . . . . . . . . . . . . . . |
85 |
4.2 |
How organizations approach change . . . . . . . . . . . . . . . . . . . . . . . . . |
91 |
4.3 |
Gaining support for change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
98 |
4.4 |
Managing conflict . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
101 |
4.5 |
Structural arrangements and interventions for assisting change . . . |
103 |
Chapter 5 |
Consulting and culture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
113 |
5.1 |
Understanding and respecting culture . . . . . . . . . . . . . . . . . . . . . . . |
113 |
5.2 |
Levels of culture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
115 |
5.3 |
Facing culture in consulting assignments . . . . . . . . . . . . . . . . . . . . |
121 |
Chapter 6 |
Professionalism and ethics in consulting . . . . . . . . . . . . . . . . . . . |
129 |
6.1 |
Is management consulting a profession? . . . . . . . . . . . . . . . . . . . . . |
129 |
6.2 |
The professional approach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
131 |
6.3 |
Professional associations and codes of conduct . . . . . . . . . . . . . . . |
140 |
6.4 |
Certification and licensing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
143 |
6.5 |
Legal liability and professional responsibility . . . . . . . . . . . . . . . . |
145 |
Part II |
THE CONSULTING PROCESS |
|
Chapter 7 |
Entry . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
153 |
7.1 |
Initial contacts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
154 |
7.2 |
Preliminary problem diagnosis . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
159 |
7.3 |
Terms of reference . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
166 |
7.4 |
Assignment strategy and plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
167 |
7.5 |
Proposal to the client . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
171 |
7.6 |
The consulting contract . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
174 |
Chapter 8 |
Diagnosis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
179 |
8.1 |
Conceptual framework of diagnosis . . . . . . . . . . . . . . . . . . . . . . . . |
179 |
8.2 |
Diagnosing purposes and problems . . . . . . . . . . . . . . . . . . . . . . . . . |
182 |
8.3 |
Defining necessary facts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
187 |
8.4 |
Sources and ways of obtaining facts . . . . . . . . . . . . . . . . . . . . . . . . |
190 |
8.5 |
Data analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
198 |
8.6 |
Feedback to the client . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
208 |
vi
|
|
Contents |
Chapter 9 |
Action planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
. . . . 213 |
9.1 |
Searching for possible solutions . . . . . . . . . . . . . . . . . . . . . . . |
. . . . 214 |
9.2 |
Developing and evaluating alternatives . . . . . . . . . . . . . . . . . . . |
. . . 221 |
9.3 |
Presenting action proposals to the client . . . . . . . . . . . . . . . . . . |
. . . 225 |
Chapter 10 Implementation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 229 10.1 The consultant’s role in implementation . . . . . . . . . . . . . . . . . . . . . 230 10.2 Planning and monitoring implementation . . . . . . . . . . . . . . . . . . . . 232 10.3 Training and developing client staff . . . . . . . . . . . . . . . . . . . . . . . . 234
10.4Some tactical guidelines for introducing changes in work methods . 236
10.5 Maintenance and control of the new practice . . . . . . . . . . . . . . . . . 242
Chapter 11 Termination . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 245 11.1 Time for withdrawal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 246 11.2 Evaluation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 248 11.3 Follow-up . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 254 11.4 Final reporting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 255
Part III CONSULTING IN VARIOUS AREAS OF MANAGEMENT
Chapter 12 Consulting in general and strategic management . . . . . . . . . . . |
261 |
12.1Nature and scope of consulting in corporate strategy and
general management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 261 12.2 Corporate strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 265 12.3 Processes, systems and structures . . . . . . . . . . . . . . . . . . . . . . . . . . 272 12.4 Corporate culture and management style . . . . . . . . . . . . . . . . . . . . 276 12.5 Corporate governance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 278
Chapter 13 Consulting in information technology . . . . . . . . . . . . . . . . . . . . . |
283 |
|
13.1 |
The developing role of information technology . . . . . . . . . . . . . . . |
283 |
13.2 |
Scope and special features of IT consulting . . . . . . . . . . . . . . . . . . |
285 |
13.3 |
An overall model of information systems consulting . . . . . . . . . . . |
287 |
13.4 |
Quality of information systems . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
291 |
13.5 |
The providers of IT consulting services . . . . . . . . . . . . . . . . . . . . . |
292 |
13.6 |
Managing an IT consulting project . . . . . . . . . . . . . . . . . . . . . . . . . |
295 |
13.7 |
IT consulting to small businesses . . . . . . . . . . . . . . . . . . . . . . . . . . |
296 |
13.8 |
Future perspectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
297 |
Chapter 14 Consulting in financial management . . . . . . . . . . . . . . . . . . . . . . |
299 |
|
14.1 |
Creating value . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
301 |
14.2 |
The basic tools . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
303 |
vii
Management consulting
14.3 Working capital and liquidity management . . . . . . . . . . . . . . . . . . . 305 14.4 Capital structure and the financial markets . . . . . . . . . . . . . . . . . . . 306 14.5 Mergers and acquisitions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 309 14.6 Finance and operations: capital investment analysis . . . . . . . . . . . . 312 14.7 Accounting systems and budgetary control . . . . . . . . . . . . . . . . . . . 315 14.8 Financial management under inflation . . . . . . . . . . . . . . . . . . . . . . 317 14.9 Cross-border operations and the use of external financial markets . . 319
Chapter 15 Consulting in marketing and distribution management . . . . . . |
327 |
|
15.1 |
The marketing strategy level . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
328 |
15.2 |
Marketing operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
333 |
15.3 |
Consulting in commercial enterprises . . . . . . . . . . . . . . . . . . . . . . . |
337 |
15.4 |
International marketing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
338 |
15.5 |
Physical distribution . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
339 |
15.6 |
Public relations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
339 |
Chapter 16 Consulting in e-business . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
341 |
|
16.1 |
The scope of e-business consulting . . . . . . . . . . . . . . . . . . . . . . . . . |
341 |
16.2Bricks-and-mortar and bricks-and-clicks: value-chain connectivity . 345
16.3 |
Bricks-and-mortar and bricks-and-clicks: internal processes . . . . . |
352 |
16.4 |
Dot.com organizations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
358 |
16.5 |
Internet research . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
360 |
Chapter 17 Consulting in operations management . . . . . . . . . . . . . . . . . . . . |
361 |
|
17.1 |
Developing an operations strategy . . . . . . . . . . . . . . . . . . . . . . . . . |
361 |
17.2 |
The product perspective . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
366 |
17.3 |
The process perspective . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
370 |
17.4 |
The human aspects of operations . . . . . . . . . . . . . . . . . . . . . . . . . . |
378 |
Chapter 18 Consulting in human resource management . . . . . . . . . . . . . . . . |
381 |
|
18.1 |
The changing nature of the personnel function . . . . . . . . . . . . . . . . |
381 |
18.2 |
Policies, practices and the human resource audit . . . . . . . . . . . . . . |
383 |
18.3 |
Human resource planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
386 |
18.4 |
Recruitment and selection . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
387 |
18.5 |
Motivation and remuneration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
389 |
18.6 |
Human resource development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
393 |
18.7 |
Labour–management relations . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
399 |
18.8 |
New areas and issues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
407 |
Chapter 19 Consulting in knowledge management . . . . . . . . . . . . . . . . . . . . |
415 |
|
19.1 |
Managing in the knowledge economy . . . . . . . . . . . . . . . . . . . . . . . |
415 |
19.2 |
Knowledge-based value creation . . . . . . . . . . . . . . . . . . . . . . . . . . . |
417 |
19.3 |
Developing a knowledge organization . . . . . . . . . . . . . . . . . . . . . . |
425 |
viii
Contents
Chapter 20 Consulting on productivity and performance improvement . . . 437 20.1 Shifts in productivity concepts, factors and conditions . . . . . . . . . . 438 20.2 Productivity and performance measurement . . . . . . . . . . . . . . . . . . 443 20.3 Approaches and strategies to improve productivity . . . . . . . . . . . . 445
20.4Designing and implementing productivity and performance
|
improvement programmes . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
. . . 454 |
20.5 |
Tools and techniques for productivity improvement . . . . . . . . |
. . . 458 |
Chapter 21 Consulting in total quality management . . . . . . . . . . . . . . . . |
. . . 463 |
|
21.1 |
Understanding TQM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
. . . 463 |
21.2 |
Cost of quality – quality is free . . . . . . . . . . . . . . . . . . . . . . . . . |
. . . 467 |
21.3 |
Principles and building-blocks of TQM . . . . . . . . . . . . . . . . . . . |
. . 470 |
21.4 |
Implementing TQM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
. . 474 |
21.5 |
Principal TQM tools . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
. . 478 |
21.6 |
ISO 9000 as a vehicle to TQM . . . . . . . . . . . . . . . . . . . . . . . . . . |
. . 483 |
21.7 |
Pitfalls and problems of TQM . . . . . . . . . . . . . . . . . . . . . . . . . . . |
. . 487 |
21.8 |
Impact on management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
. . 488 |
21.9 |
Consulting competencies for TQM . . . . . . . . . . . . . . . . . . . . . . . |
. . 489 |
Chapter 22 Consulting in company transformation . . . . . . . . . . . . . . . . . . |
. . 491 |
|
22.1 |
What is organizational transformation? . . . . . . . . . . . . . . . . . . . . |
. . 492 |
22.2 |
Preparing for transformation . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
. . 493 |
22.3 |
Strategies and processes of transformation . . . . . . . . . . . . . . . . . |
. . 495 |
22.4 |
Company turnarounds . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
. . 503 |
22.5 |
Downsizing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
. . 506 |
22.6 |
Business process re-engineering . . . . . . . . . . . . . . . . . . . . . . . . . |
. . 507 |
22.7 |
Outsourcing and insourcing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
. . 509 |
22.8 |
Joint ventures for transformation . . . . . . . . . . . . . . . . . . . . . . . . . |
. . 511 |
22.9 |
Mergers and acquisitions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
. . 512 |
22.10 |
Networking arrangements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
. . 514 |
22.11 |
Transforming organizational structures . . . . . . . . . . . . . . . . . . . . |
. . 515 |
22.12 |
Ownership restructuring . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
. . 517 |
22.13 |
Privatization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
. . 517 |
22.14 |
Pitfalls and errors to avoid in transformation . . . . . . . . . . . . . . . |
. . 519 |
Chapter 23 Consulting on the social role and responsibility of business |
. . . 523 |
|
23.1 |
The social dimension of business . . . . . . . . . . . . . . . . . . . . . . . . |
. . 523 |
23.2 |
Current concepts and trends . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
. . 525 |
23.3 |
Consulting services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
. . 534 |
23.4 |
A strategic approach to corporate responsibility . . . . . . . . . . . . . |
. . 537 |
ix
Management consulting |
|
|
23.5 |
Consulting in specific functions and areas of business . . . . . . . . . . |
544 |
23.6 |
Future perspectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
545 |
Chapter 24 Consulting in small-business management and development . . |
547 |
|
24.1 |
Characteristics of small enterprises . . . . . . . . . . . . . . . . . . . . . . . . . |
548 |
24.2 |
The role and profile of the consultant . . . . . . . . . . . . . . . . . . . . . . . |
551 |
24.3 |
Consulting assignments in the life-cycle of an enterprise . . . . . . . . |
553 |
24.4 |
Areas of special concern . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
559 |
24.5 |
An enabling environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
562 |
24.6 |
Innovations in small-business consulting . . . . . . . . . . . . . . . . . . . . |
567 |
Chapter 25 Consulting for the informal sector . . . . . . . . . . . . . . . . . . . . . . . . |
575 |
|
25.1 |
What is different about micro-enterprises? . . . . . . . . . . . . . . . . . . . |
575 |
25.2 |
Management problems of informal-sector entrepreneurs . . . . . . . . |
579 |
25.3 |
The special skills of micro-enterprise consultants . . . . . . . . . . . . . . |
580 |
25.4 |
Outreach to micro-enterprises in the informal sector . . . . . . . . . . . |
582 |
Chapter 26 Consulting for the public sector . . . . . . . . . . . . . . . . . . . . . . . . . . |
587 |
|
26.1 |
The evolving role of government . . . . . . . . . . . . . . . . . . . . . . . . . . |
587 |
26.2 |
Understanding the public sector environment . . . . . . . . . . . . . . . . . |
589 |
26.3Working with public sector clients throughout the
|
consulting cycle . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
594 |
26.4 |
The service providers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
597 |
26.5 |
Some current challenges . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
599 |
Part IV |
MANAGING A CONSULTING FIRM |
|
Chapter 27 |
Fundamentals of management in the consulting profession . . . |
607 |
27.1 |
The management challenge of the professions . . . . . . . . . . . . . . . . |
607 |
27.2 |
Managing a professional service . . . . . . . . . . . . . . . . . . . . . . . . . . . |
609 |
27.3 |
Managing a professional business . . . . . . . . . . . . . . . . . . . . . . . . . . |
615 |
27.4 |
Achieving excellence professionally and in business . . . . . . . . . . . |
620 |
Chapter 28 The consulting firm’s strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . |
623 |
|
28.1 |
The strategic approach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
623 |
28.2 |
The scope of client services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
627 |
28.3 |
The client base . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
630 |
28.4 |
Growth and expansion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
632 |
28.5 |
Going international . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
635 |
28.6 |
Profile and image of the firm . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
636 |
28.7 |
Strategic management in practice . . . . . . . . . . . . . . . . . . . . . . . . . . |
638 |
x
|
|
Contents |
Chapter 29 Marketing of consulting services . . . . . . . . . . . . . . . . . . . . . |
. . . . 647 |
|
29.1 |
The marketing approach in consulting . . . . . . . . . . . . . . . . . . |
. . . . 648 |
29.2 |
A client’s perspective . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
. . . 651 |
29.3 |
Techniques for marketing the consulting firm . . . . . . . . . . . . . . |
. . . 652 |
29.4 |
Techniques for marketing consulting assignments . . . . . . . . . . |
. . . 667 |
29.5 |
Marketing to existing clients . . . . . . . . . . . . . . . . . . . . . . . . . . . |
. . . 670 |
29.6 |
Managing the marketing process . . . . . . . . . . . . . . . . . . . . . . . . |
. . . 673 |
Chapter 30 Costs and fees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
. . . 681 |
|
30.1 |
Income-generating activities . . . . . . . . . . . . . . . . . . . . . . . . . . . |
. . . 681 |
30.2 |
Costing chargeable services . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
. . . 684 |
30.3 |
Marketing-policy considerations . . . . . . . . . . . . . . . . . . . . . . . . |
. . . 685 |
30.4 |
Principal fee-setting methods . . . . . . . . . . . . . . . . . . . . . . . . . . |
. . . 687 |
30.5 |
Fair play in fee-setting and billing . . . . . . . . . . . . . . . . . . . . . . . |
. . . 692 |
30.6. |
Towards value billing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
. . . 694 |
30.7 |
Costing and pricing an assignment . . . . . . . . . . . . . . . . . . . . . . |
. . . 695 |
30.8 |
Billing clients and collecting fees . . . . . . . . . . . . . . . . . . . . . . . |
. . . 699 |
Chapter 31 |
Assignment management . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
. . . 703 |
31.1 |
Structuring and scheduling an assignment . . . . . . . . . . . . . . . . |
. . . 703 |
31.2 |
Preparing for an assignment . . . . . . . . . . . . . . . . . . . . . . . . . . . |
. . . 708 |
31.3 |
Managing assignment execution . . . . . . . . . . . . . . . . . . . . . . . . |
. . . 711 |
31.4 |
Controlling costs and budgets . . . . . . . . . . . . . . . . . . . . . . . . . . |
. . . 717 |
31.5 |
Assignment records and reports . . . . . . . . . . . . . . . . . . . . . . . . |
. . . 717 |
31.6 |
Closing an assignment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
. . . 722 |
Chapter 32 Quality management in consulting . . . . . . . . . . . . . . . . . . . . |
. . . 723 |
|
32.1 |
What is quality management in consulting? . . . . . . . . . . . . . . . |
. . . 723 |
32.2 |
Key elements of a quality assurance programme . . . . . . . . . . . |
. . . 727 |
32.3 |
Quality certification . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
. . . 733 |
32.4 |
Sustaining quality . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
. . . 735 |
Chapter 33 Operational and financial control . . . . . . . . . . . . . . . . . . . . . |
. . . 737 |
|
33.1 |
Operating workplan and budget . . . . . . . . . . . . . . . . . . . . . . . . |
. . . 737 |
33.2 |
Performance monitoring . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
. . . 741 |
33.3 |
Bookkeeping and accounting . . . . . . . . . . . . . . . . . . . . . . . . . . |
. . . 747 |
Chapter 34 Knowledge management in consulting firms . . . . . . . . . . . . |
. . . 751 |
|
34.1 |
Drivers for knowledge management in consulting . . . . . . . . . . |
. . . 751 |
34.2 |
Factors inherent in the consulting process . . . . . . . . . . . . . . . . . |
. . . 753 |
34.3 |
A knowledge management programme . . . . . . . . . . . . . . . . . . . |
. . . 754 |
34.4 |
Sharing knowledge with clients . . . . . . . . . . . . . . . . . . . . . . . . . |
. . . 759 |
xi
Management consulting |
|
|
Chapter 35 |
Structuring a consulting firm . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
763 |
35.1 |
Legal forms of business . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
763 |
35.2 |
Management and operations structure . . . . . . . . . . . . . . . . . . . . . . . |
768 |
35.3 |
IT support and outsourcing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
775 |
35.4 |
Office facilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
777 |
Part V |
DEVELOPING CONSULTANTS AND THE |
|
|
CONSULTING PROFESSION |
|
Chapter 36 |
Careers and compensation in consulting . . . . . . . . . . . . . . . . . . . |
781 |
36.1 |
Personal characteristics of consultants . . . . . . . . . . . . . . . . . . . . . . |
781 |
36.2 |
Recruitment and selection . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
784 |
36.3 |
Career development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
788 |
36.4 |
Compensation policies and practices . . . . . . . . . . . . . . . . . . . . . . . . |
792 |
Chapter 37 |
Training and development of consultants . . . . . . . . . . . . . . . . . . |
799 |
37.1 |
What should consultants learn? . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
800 |
37.2 |
Training of new consultants . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
805 |
37.3 |
Training methods . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
812 |
37.4 |
Further training and development of consultants . . . . . . . . . . . . . . |
815 |
37.5 |
Motivation for consultant development . . . . . . . . . . . . . . . . . . . . . . |
818 |
37.6 |
Learning options avalable to sole practitioners . . . . . . . . . . . . . . . . |
820 |
Chapter 38 |
Preparing for the future . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
823 |
38.1 |
Your market . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
824 |
38.2 |
Your profession . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
830 |
38.3 |
Your self-development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
832 |
38.4 |
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
833 |
APPENDICES |
|
|
Appendix 1 |
The client’s ten commandments |
|
(Choosing and using consultants) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
837 |
|
Appendix 2 |
Associations of management consultants . . . . . . . . . . . . . . . . . . . . |
845 |
Appendix 3 |
Information and learning sources for consultants . . . . . . . . . . . . . . |
851 |
Appendix 4 |
Terms of a consulting contract . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
857 |
Appendix 5 |
Consulting and intellectual property . . . . . . . . . . . . . . . . . . . . . . . . |
863 |
Appendix 6 |
Using case studies of management consulting . . . . . . . . . . . . . . . . |
875 |
Appendix 7 |
Writing reports . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
889 |
Subject index |
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . |
895 |
xii
AUTHORS AND
ACKNOWLEDGEMENTS
This book is the result of a collective effort and reflects the experience and knowledge of the international consulting profession.
The first three editions (published in 1976, 1986 and 1996) were written by the following co-authors: Michael Bauer, Roland Berger, George Boulden, Chris Brewster, Chris Cooper, George Cox, James Dey, Alan Gladstone, Colin Guthrie, Malcolm Harper, John Heptonstall, Hari Johri, George Kanawaty, James H. Kennedy, Milan Kubr, Frederic Latham, Gordon Lippitt, David H. Maister, Rebecca Morgan, Leonard Nadler, Philip Neck, Klaus North, Joseph Prokopenko, J. Geoffrey Rawlinson, Edgar H. Schein, Edward A. Stone, John Syme, Denis Tindley and John Wallace.
Short contributions (most presented in box form) and other valuable materials and ideas used in the book were provided by Moïse Allal, William J. Altier, Maurice C. Ashill, Daniel Bas, Bengt Bjorklund, Kenneth L. Block, Ole Bovin, Derek Bowland, Joseph J. Brady, Ken Dawson, Gerry Y. Elliot, W. J. C. McEwan, Praxy Fernandes, Stelan Friberg, Takeyuki Furuhashi, S. R. Ganesh, John E. Hartshorne, Ed Hendricks, Michael Henriques, Shozo Hibino, Pierre Hidalgo, Geert Hofstede, Kate Hook, Jean-Marie van Houwe, Osamu Ida, James H. Kennedy, Václav Klaus, Emile Laboureau, Lauri K. Leppanen, Hans Ake Lilja, William J. McGinnis, Eiji Mizutani, Klaus Molenaar, Lewis S. Moore, Alex Morley-Smith, Gerald Nadler, M. S. S. El Namaki, Robert Nelson, Brian O’Rorke, Graham Perkins, Jean-François Poncet, Alan C. Popham, John Roethle, Steven E. Sacks, Emmanuel S. Savas, Karl Scholz, P. W. Shay, E. Michael Shays, Howard L. Shenson, Marko Simoneti, Carl S. Sloane, Sten Söderman, Fritz Steele, Hedley Thomas, Arthur B. Toan, Arthur N. Turner and W. Trevor Utting.
The author team for the fourth edition, which revised the existing text and wrote new chapters, included Chris Brewster, Martin Clemensson, Gerry Finnegan, Alan Gladstone, Jack Hardie, John Heptonstall, Milan Kubr, Radan Kubr, Mike Malmgren, Klaus North, Joseph Prokopenko, Steven Rochlin, Birte Schmitz, Edward A. Stone, and Jim Tanburn.
Short contributions, advice and assistance were received from Michael Beer, Charles Bodwell, Christine Evans-Klock, Robert M. Galford, Gil Gidron,
xiii
Management consulting
Charles H. Green, Else Groen, Claude Hoffmann, Osamu Ida, Kennedy Information Inc., Margot Lobbezoo, David H. Maister, Bruce W. Marcus, Patrick J. McKenna, Eiji Mizutani, Edgar H. Schein, Karl Scholz, E. Michael Shays, Gerald A. Simon, Peter Søresen, Arturo Tolentino and Simon White.
Milan Kubr served as team leader and technical editor for all editions of the book. He is also the principal author. Stylistic and language editing was carried out by Pat Butler, and the project was overseen by Rosemary Beattie.
There are many colleagues in consulting firms and their associations, management institutes and business companies, and in the ILO, whose experience, support and constructive suggestions made the publication of this book possible. The ILO extends its sincere thanks to all co-authors and contributors, including those who could not be mentioned by name.
xiv