Why Use A Consultant?
The answer is easy…consultants are the only people who have the ability to enter a business with the aim of achieving results without bringing history, baggage and emotions to the table. Consultants do not have any personal ties to the business. They simply bring long-standing expertise and knowledge with them and work on improving the business. Sometimes people who are too close to the business do not have the emotional ability to improve the business and this can be to the detriment of the company.
With a consultant you get ‘economies of knowledge’ because the client gets the benefit of using a consultant who has worked for different businesses in different places within a particular field.
Consultants can be brought in, set clear deliverables and aggressive timelines and provide the catalyst or momentum to get things done.
Consultants have experience in solving similar problems, so they will get to the solution much quicker and you will see the business benefits much quicker.
Reasons to Bring in a Consultant
– To gain objectivity. A consultant brings a fresh, unbiased view to your situation or need, something those close to a situation may have difficulty achieving
– To avoid undue staff pressures. Requiring your own staff to mount extra effort when they already bear a full workload will often result in shoddy work and unsatisfied customers. A consultant is able to devote full attention to the problem or task assigned
– To bring special skills to bear. Some tasks really do require a specialist
– To build a bias for action and increase the speed with which you get results
– To provide focus, clarity, energy and confidence
To be competitive, organizations need high levels of expertise in many different complex technical specialties. Yet most organizations find it impractical to keep permanent staff for each specialty through times of dramatically fluctuating business conditions. There are often equally dramatic shifts in the needs for skills from project to project. The trend to supplementing a core staff is reinforced by the need for specialists with ever-deepening skills in ever-narrowing subject areas.
These are just some of the reasons that companies call in consultants.
• An independent viewpoint. Precisely because a consultant is not a member of the organization, he or she brings objectivity and detachment to the problems faced by the organization. Because the consultant is not involved in the internal politics of the informal organization or cliques, the views and opinions of the consultant can be accepted as unbiased.
• Special qualifications. An experienced consultant possesses special knowledge, skills and a variety of personal attributes. Although success cannot be guaranteed for every engagement, the consultant with the most suitable qualifications should have the greatest probability of providing a satisfactory resolution.
• Temporary professional services. Organizations sometimes find themselves short of critical expertise in a given area. Engaging a consultant will probably be less expensive in the long run than hiring new managers or employees.
• Change Management. Growing businesses must undergo periodic organizational changes to effectively manage a growing staff. Consultants can conduct an organizational assessment, recommend changes to the organizational structure, make recommendations to the internal processes to maximize productivity, and help you implement the changes.
• Professional adviser and counselor. A consultant is a subject matter expert with an established body of knowledge and code of ethics. Management advisory and counseling services can assist the owner and top management in the administration of the organization.
• Qualified resource. A management consultant is a resource that owners and management can draw on as needed.
• Change Agent. A consultant is a catalyst for change. In the process of solving problems, the consultant must consider every means of effecting a proper solution. The solution may involve change within the organization. Unless the changes are understood by management and the affected employees, the recommendations of a consultant are of little value.
SO WHAT CAN I OFFER?
1. OBJECTIVITY. There is no real alternative for an independent, impartial and fresh viewpoint that is free of any personal interest, pre-conceptions or existing traditions, loyalties or company political bias.
2. BROAD EXPERIENCE. I have over 30 years of management experience and have work for and with a wide array of companies on a worldwide basis, having experienced many common problems and issues which confront individual executives. That broad experience base gives me insight into many issues that our industry faces today. My holistic approach will provide some creative solutions to some of the more complex issues. .
3. ANALYTICAL SKILLS. There is no substitute for experience. Having been there and done that in so many situations gives great insight into root cause analysis and often times knowing what not to do is more productive knowing what to do.
4. FULL-TIME ATTENTION. I can devote full-time attention to the assignment free of the other executive responsibilities of the your management team that constantly distract them. I can work ON your business while you work IN it.
So when should you consider me for a project?
• A problem is known to exist but the organization does not have the time, the particular expertise or staff to tackle it.
• Time-Sensitive Efforts. Any effort which has an aggressive completion date can be very frustrating to managers and staff members involved. These activities usually will require 100% of everyone’s time, thus creating an impossible situation. I can devote a full time effort to quickly accomplish the project and get the desired results.
• A problem is known to exist, but neither the symptoms nor the underlying cause can be determined by anyone within the organization in a completely unbiased way.
• The organization has tackled the problem itself already but has not resolved the issue.
• When expertise is needed to introduce new information technology, new techniques and or a fundamental change in the organization’s structure, procedures, nature or business direction.
• When a conflict of views on future policy has arisen within the organization and an independent and skilled assessment is needed.