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Change is always difficult and unwelcomed by the majority. This is the most important lesson that any manager learns. The opposition comes from all levels of the organization regardless of the layer being impacted. In many cases, the people who are most adversely affected by business transformation process are the people for whom the process is being implemented.

When dealing with such conditions, many managers make the mistake of fighting fire with fire. This is often the worst strategy that you could apply to such problems. What happens is very simple; change is resisted. Managers offer counter-resistance that badly disrupts the apple cart of the organization. The top management put the whole change strategy on back burner to sooth the nerves and keep things going.

In such cases, the managers bring about business transformation are often guilty of one minuscule and harmless looking oversight.

Excluding the Parties Affected By the Change

This is the worst thing that happen whenever a business transformation process is implemented. The main issue behind the problem is the core belief of the planning and implementation team that the organization suffers from one or more shortcomings. Usually, the most common points on the list are:

• Lack of appropriate talent
• Disdain for current practices
• Disregard for the people being affected

These three factors lead to a faulty business transformation process that prevents the good from happening while introducing an element of resistance against change. This element starts to generate the feeling of discontent amongst the various layers of the organization.

The latest trend in dealing with such issues is to hire management consultants. The whole issue of planning, strategizing, implementation and post implementation reviews is left to them. This is a rapidly growing trend and has several good reasons in its favor.

How Management Consultancy Services Could Help In Business Transformation

To answer the question, it is important to understand what management consultants do?

Management consultants are management’s help line. They are there to advice the top and middle management of an organization. Consultancy services are often invaluable in solving problems that affect both the short term bottom line and the long term vision of the organization.

How Management Consultants Bring About Business Transformation

It is important to understand that business transformation is an ongoing process. A management consultancy services provider could only start the ball rolling. It is the responsibility of the organization to maintain the momentum and see the process to the very end.

The process of business transformation is a double edged sword. While the organization will benefit from the process, there will be people who will feel the burn of the process. It is from these quarters that the management consultants face the most resistance.

The process of bringing about business transformation begins by a thorough analysis of the currents problem. Management consultancy services usually have people of diverse skillset and experience on board. This is one reason behind the success of management consultants.

Once the situation has been analyzed and the challenges understood, it is time for solutions. Management consultancy services providers normally come up with an implementation plan that include the roadmap, a Cost-Benefit analysis and strategies for implementation of the plan.

It is now the organization’s responsibility to get things in motions. Under the supervision of management consultants and business managers, the road map implemented and the process of business transformation is completed with little to no hassle.

Navigating the corridors of consultancy power can be exceedingly complicated. The prevailing corporate behavior of each organization differs, and you need to fit in yet stand out at the same time. And it is no good behaving like a chairman when you get your first major consulting role.

“Organizational politics” is the unspoken process whereby some consultants achieve greatness, while others lust unproductively after power. If you are unprepared to graduate in this obscure science, then you can forget the walnut paneling and the Rolls Royce; they will never be your natural environment. You would in all probability be unhappy and insecure if you did achieve such power. Without the qualification or the desire, you would be far more suited to a more modest consulting position where you could use your talents and not worry about the “politics”.

Appointing a top consultant or a “core consultant” is a most sensitive decision, yet few organizations consistently operate a thoroughly efficient procedure for “growing” their own senior consultants. The benefit of promoting consultants from within is recognized by behavioral analysts and business schools, but people in power within client organizations may tend to resist internal consultancy appointments which could bring change. Ostensibly there to serve the shareholders’ interests, some company directors are primarily concerned with continuing to be company directors. Hence the furious desperation with which some takeover bids, clearly in the shareholders’ interest, are opposed. Reluctant to relinquish power, such opponents are unlikely voluntarily to help an advocate of change, especially if they may suffer personally as a result.

As an aspiring senior consultant, therefore, you must present such people with a clear political message. On the one hand, they must see you as a way to keep their power, but on the other they must realize you are no threat to them. In some organizations, there may be a consulting streaming process intended to identify talented consultants and expose them to a breadth of experience appropriate to a career in the upper levels of consulting. Membership of this “elite” gives you no immunity from politics; rather it exposes you to more. For not only will you experience the “acceptability barrier” with each step up the consulting ladder but you will also be competing with others of similar ambition. So you must know the culture of your client’s organization and the effect it has on those around you  – especially those in positions of power. But do not conclude that successful politics alone will bring you success  – top consultants are political but they also deliver.

You should see your route to the top like branches of the consulting tree. You should be aware which directions will lead to a dead end and you should be aware which department or team are climbing up the trunk of your client’s organization. Always work with successful teams. Working in departments with problems, may make it easier for you to justify your existence initially, but you will struggle to genuinely achieve anything. Working with successful departments can be more of a challenge initially, but you will have far more chances of success with ultimately much less effort, because you will be adding value.

Make sure that you have a clear vision of how far you should climb and which route you need to take in order to get to where you want to be. Like any journey, this route may change while you are on the move, but you should always be aware of your options. Is all of this effort worth it you may ask? Well a good strategy consultant should be earning at least $1m USD annually if they are operating independently. Strategy consultants operating in a core capacity will earn at least double this amount.

A high level of frustration can set in for a business consultant who feels as if all the consulting jobs are going to others. If potential clients are passing you by, perhaps you need to consider getting certified. A business consultant certificate course can teach not only the fundamentals of business consulting but also how to acquire and retain clients. Certainly people will choose someone who is certified if all other qualifications are the same. You earn a certificate through a training course that is highly specialized in the area of business consulting and a comprehensive exam at the completion of the course. The entire process can be finished in less than six months, even when working full time. The course content can help you become a better consultant while affording you a certification credential suitable for business cards, resumes, and marketing materials, such as websites and print ads.

The training course starts with the basics of consulting and covers the best practices of the industry. These include the models, methods, formulas, and processes that have been proven to be effective and efficient throughout the years and by many people. Business consultant certificate training courses also teach operational knowledge of the business, such as how to structure consulting assignments for the most productivity and how to manage and brand service lines. These alone can transform consulting businesses that are in a rut.

These courses also prepare students in the area of ethics. While consultants are aiming to make the company more efficient and profitable, professionals in the field never suggest a course of action that could be ethically inappropriate or non-compliant legally. Ethics considerations and guidelines are a necessary part of any consulting course curriculum. A business consultant certificate is a sign of a professional trained in business integrity and compliance.

The consulting benefit that you bring to clients can be turned on your own business during the coursework for the business consultant certificate. This specific and focused training will help you see how to effectively and efficiently complete the necessary tasks in the business of consulting. An efficient business is a more profitable one, and who doesn’t want that? The knowledge and skills gained are enough to motivate smart business consultants to take a course. However, the certification credential in consulting brings added value in the respect and trust it engenders in clients. Certification equates with professionalism in the business world.

Telecommunications consultants are particularly vital to a company. They give expert advice on matters to do with telecommunication devices in the company. Such a professional advises companies on the best devices for their telecommunication needs.

The machines used in the field of information technology change very quickly. Companies need to keep abreast with the latest trends. Consulting in this field of work can be very lucrative.

There is no single company today that does not employ the use of computers, fax machines, and even telephones. This means that there is a large client base for consultants. It is possible to work for different companies at the same time. An individual does not have to be a full time employee of a company in order to provide consulting services. This line of work gives the individual a great level of flexibility. He or she just needs to know how to manage their time when working for more than one company at a time.

Providing such consultancy services require a loyal clientele. The fact that one does not work for a particular company means that they are not on the payroll of any of them. The company can easily get other professionals to offer the same service. In order to have a loyal client base, the individual has to put more effort. He or she must be very efficient in their work. Satisfying the customer every time they give a job is the only way of ensuring that clients remain loyal.

A loyal customer will more often than not recommend the consultant to other potential customers. This simply means translates to more money for the professional. In order to avoid the uncertainties of working as an individual, one can choose to work for a consulting firm.

Most companies prefer to outsource for consultancy services from consulting firms as opposed to individuals. This is because there is a greater assurance that they will get value for their money from such firms. Choosing to work for such a firm increases the chances of getting consultancy jobs. It also gives one the assurance of having a paycheck to look forward to at the end of the month or week.

It is however important for an individual to affiliate him or herself with a reputable consulting firm. There are firms that are notorious for the provision of substandard consultancy services. Working for such a firm is committing career suicide. One is better off working by themselves. Professionals who opt to work on their own need to consider the location where they intend to ply their trade.

Telecommunications consultants need to be located in areas where technological advancement is high. It is pointless to choose to work in a remote village where the level of technological advancement is very low. If there are no people using the telecommunications devices, there are no people to provide the consultancy services to. One must know where the trade will flourish and where it will not. Overall, it is a great way of earning a living especially for technology enthusiasts.

10 Roadblocks to Success

How to avoid the pitfalls that can arise as you transform your internal services function to a consulting organization.

In our experience working with our clients, we have found that dealing with the following ten roadblocks was critical to successfully shifting from an internal service provider to an internal consulting practice. This holds true whether you are a Human Resources function, IT, Project Management, Finance or Corporate Groups.

Introduction

Imagine HR professionals within an organization who serve as masters of marketing, able to sell their ideas, plans and programs to supportive leaders. They view themselves as internal consultants and their bosses as clients, both aligned in common goals. They skillfully understand the needs of their leaders and can translate all of their proposed initiatives into business value.

Sound too good to be true? Well, all it takes is a new model: shifting your internal service professionals to an internal consulting role. As a team, internal consultants are already familiar with the business’s strategy, processes, internal workings and needs. Whether in human resources, information technology or finance, they add value to the business by continually tailoring their products and services. Meanwhile, the intellectual capital from each project stays within the firm.

Avoid roadblocks on the path to success

In working with professionals who want to become internal consultants, I hear two main concerns:

a) How do you work differently with customers?

and

b) Our organization may not be ready.

Admittedly, if the organization does not understand the consultant’s new role and its benefits, or those at the top do not support the new role, it is almost impossible to move forward. To help ensure your company is well positioned for a shift towards internal consulting, I have identified the top ten roadblocks to becoming an internal consultant.

Roadblock Number 1: Fuzzy purpose and strategy

The worst thing that can happen is for the team to not have clear direction for the change and understand how it is connected to the business goals. Know why you are moving toward an internal consulting model, the resulting benefits to the team and the organization, and the plan for how you will get there. In short, build the case for action.

Questions to Ask

How clear are you about why you are moving to a consulting model? Are you and your team able to articulate the change and how it is aligned to the business strategy? Are you able to describe the rationale and benefits to your customers?

Roadblock Number 2: Senior Management not Engaged or Visible

As in any change endeavour, if senior management are not on engaged and willing and able to visibly support the change, it is doomed to failure. Be sure that senior management is on board and supportive. Work with senior leaders to help them understand the benefits of the change to the organization and its goals and describe their role in supporting the change in behavioural terms. Think about what they need to be saying, doing and recognizing to support the change.

Questions to Ask

How visible is the senior management support for becoming a consulting organization? Are they able to describe the benefits of the change to the whole organization? Do they know their role and what the key messages are for the change? Do they know what to say, do and reinforce (recognize) to support the change?

Roadblock Number 3: Neglect the Team

Internal consultants develop credibility by their ability to deliver consistently. Know the team’s skill and experience level and provide development where required. Be sure that the team has the ability and willingness to function as internal consultants.

Questions to Ask

Do all the members of the team have a development plan? Are members of the team clear on their roles? How will the team be organized? By portfolio, skill, client?

Roadblock Number 4: Absence of a Marketing Plan

Without a marketing plan it is difficult to know how your customers define success and which products and services add the most value. A marketing plan helps you to define your value proposition and develop measures for success. Draft a marketing plan that clarifies what your clients want and how they define value. Be sure you have defined your value proposition and the ultimate benefits of your products and services in client terms.

Questions to Ask

What are your key products and services and how do they add value for your clients? What is your core value proposition? Can you link this to the business of your clients? Have you identified key performance metrics? How will you measure performance?

Roadblock Number 5: Lack of Early Success

The development of a consulting practice can be daunting. Early in the process identify wins by identifying successful behaviours and outcomes for the team and for the organization. Look to the leaders in the organization who are supportive and with whom you can work. Work with those leaders who understand what you are trying to do and support it. Develop trust and show the organization the benefits of the consulting role by working with these managers. Communicate these wins.

Questions to Ask

Have you identified quick wins? Do you know where the support for your project is in the organization and which managers support you? Have you worked with your team to develop quick wins that can be communicated and used to build momentum?

Roadblock Number 6: Organization is Not Prepared

You have had the luxury of reading, studying, thinking and planning. For you the benefits and purpose of building an internal consulting organization are pretty clear. But remember, the organization has not had the same preparation and may not see the benefits as clearly as you do. Be aware that the organization will not take immediately to the new HR role. It will take time and successes. To start with, gain quick wins to prove the value of your strategy. Develop credibility. You do not have to turn the naysayers around; consulting success with supportive managers will create a positive effect and help move the organization forward.

Questions to Ask

Have you developed a change plan for the project? Does the plan include a sponsorship plan? Do you know who in the organization supports your project and who does not? Do you have risk strategies?

Roadblock Number 7: Lack of a Disciplined Process

Without a consistent approach it is difficult for your team and for their clients to establish positive working relationships. A consulting approach enables both the consultant and the client to see how they will work together and gain agreement on process and outcomes. Use a disciplined, planned consulting approach to working with your clients. Be sure to identify clear outcomes and deliverables.

Questions to Ask

Has your team developed/identified a consulting process or approach? Is this approach used consistently to deliver services? Are you clients clear on what the process is?

Roadblock Number 8: Lack of Accountability

Being a service provider in the organization you appear on the cost side of the ledger. Be sure to develop metrics that are meaningful to your function, your team and the goals of the organization. Develop a scorecard for the consulting organization so that you can see areas of improvement and communicate value effectively with the business.

Questions to Ask

Have you developed an internal consulting skills scorecard? Do you know your critical measures and have you set meaningful targets?

Roadblock Number 9: Disconnected from the Business

The barrier for many internal service providers is that they are not the core business of the organization and cannot communicate the benefit of their role to the business at it applied to the organization’s goals. So, unless HR, IT, Financial are the core business of the organization you need to help the business to understand how becoming a consulting organization will serve the goals and purpose of the company. As partners in the business, internal consultants leverage their expertise to meet the needs of the organization.

To be seen as supporting overall business goals, they must have knowledge and understanding of the business. Identify your value proposition.

Questions to Ask

Can you communicate the value of a consulting model in terms the business cares about? Are you able to articulate your value proposition in terms of the benefit to your clients? Can your clients articulate your value? What metrics are used to measure your value? What is your performance plan?

Roadblock Number 10: Lack of Communication

Organizations are complex entities. Communication is not only difficult, it is essential to the success of any venture. Do not assume that managers know what you and your team are up to. The best managers that I have worked with were all superb communicators, keeping their bosses and their clients informed about what they were up to and constantly telling the story of how their team added value to the business. Communication is not about information. It is about behaviour change. Provide success stories to senior leaders who are sponsoring the internal consulting project. Let them know that their support is working and that you appreciate their efforts.

Questions to Ask

Does your change plan have a communications strategy and plan? How do you communicate the success of the project to the organization? How do you engage key stakeholders in the communication plan? What behaviours does the communication plan support? Eliminate?

Summary

By avoiding these top 10 roadblocks, internal consultants can lay the groundwork for a successful consulting relationship built on aligned value with their “customers.” We hope that these 10 Roadblocks to success in implementing an internal consulting organization helped you to reflect on the factors that need to be considered and planned for in this venture.