Consultant-client relationship and the consequences of the role change during the consulting process

Résumé du document

The client-consultant relationship is usually treated as central to the nature of a management consultancy work. Though it is true that consultants need to have a clear conceptual picture of their definition of consultation, and they need to understand how the operational model they choose helps facilitate their effectiveness as consultants, experiencing and understanding the process steps of being a consultant is where it all comes together.

In this paper, the following questions will be examined:
•How does the consulting process operate?
•What are the different behavioral roles of a consultant?
•How do these roles change during the different consultant phases?
•What are the consequences for the consultant-client relationship when the consultant changes roles during the consultant phases?

We will now introduce the profiles of the companies, namely Pool Consultancy and Halliburton, where the interviews were conducted.

In the second part, the theory of the consultant-client relationship and the change of roles in the consulting process will be discussed. We have noticed some consequences when the consultant is a process helper or a content helper, although good content-focused consultants often possess excellent process skills and use them as a regular part of the consulting process.

Then, an analysis of the interviews in connection to the topic chosen will be done. Finally, the conclusion will be drawn.

Extraits

[...] This varies per client and per project. This greatly depends on (perceived) in-house experience within the client organization. Do you define your role in the contract/agreement? Mainly a process role: Advise on technical and strategic concepts. Review final offer. Determine pricing and other conditions. Negotiator How often does the need to change aforementioned roles become evident? Not very often. How then does the process of the role change take place (by adjusting contract, negotiating, just informing the client Not applicable. [...]

[...] Are there agreements in place? Any HSE issues that could prevent us from doing business with the client? Legal or tax constrains? Do we have a base nearby to perform the work, logistic issues? Can we handle the work without compromising on Service Quality and HSE? Strategic reasons by picking up a small project to improve your position for a larger project? The client involved? Clients with world wide activities, who are already existing customers, are typically handled with preference. Gain of market share. [...]

[...] I talk to the boss, talk to the employees. When a potential future employee is found I talk to him of course. If he fits I forward him to his potential boss (my client). If you realize the stated budget or time are exceeded what's your action? Sometimes the person found wants to be paid more than what my client is willing to pay. Then I check the catalogue in hope to find anybody else who would agree to earn less. [...]

[...] There are cold calls, which is deemed a success when you call about 50 organizations and 5 of them agree to meet you personally. Sometimes I just drop by hoping to introduce myself and then probably develop our potential cooperation. There is advertising in magazines and newspapers. There is Gouden Gids. Also we are sponsoring FC Groningen and our organization's banner is spotted on TV from time to time. It's all about mutual benefit, if you feel it's possible to reach then your collaboration will be success. [...]

[...] The same applies to problems during the execution phase. Discuss this with the client and most important show how you prevent this from happening again. In general, what is essential to get from the client in order to have full information which is necessary to fulfill the project? We have standard checklists that we ask the client to fill out. If you realize the stated budget or time are exceeded what's your action? If these are a result of our own negligence than that is what we have to accept. [...]