Sunday, November 11, 2007

Managing the Consultants

This is an excerp
t from a letter to a client.

If I could suggest a course of action for managing your consulting engagements, it would be this:
  • Put all truly corporate initiatives under a common executive committee so that scopes can be managed and trade-offs can be more easily assessed
  • Combine and prune initiatives as a means of simplifying the messages and focusing the efforts on key strategic objectives
  • Grade initiatives for their ability to impact the critical corporate standards

Then you might consider side-railing any initiative that does not yield 50% or more of its benefit within 12 months and does not turn cash flow positive within 15 months.

If the light is not visible at the end of the tunnel, you may not be in a tunnel at all.

Our approach to management consulting can be found here.

To learn more about our work in consulting, read about our Practice or check out our Case Studies

A Management Consultant @ Large

↑ Grab this Headline Animator

*** Join our new discussion forum on LinkedIn.

View Jim Farrell's profile on LinkedIn

Print this post

No comments: