Introduction

Our approach to management consulting differentiates us from most other firms in the consulting field. Our consulting organization has always focused on both identifying and implementing solutions to our clients' problems. This approach to consulting differs, therefore, from one which focuses merely on making good recommendations.

Specifically, our consulting approach is characterized by the following major beliefs:

The best project results occur when consulting resources employed closely match the client's needs and the project requirements. To ensure a successful project, we:

Select project teams to bring the most appropriate mix of both functional and technical skills drawn from a strong base of diverse backgrounds and experience;
Do not use "pre-packaged" solutions to the client's problems;
Employ consultants with good interpersonal as well as technical skills.

The client and the consultant must work closely together to assure the maximum benefit to the client from an investment in consulting assistance. To help achieve this, our consultants:

Structure the consulting project to facilitate frequent reviews of the project direction and progress;
Assist the client to continually reassess the objectives or approach to the project;
Maintain the flexibility to alter our approach or scope on an ongoing basis as required;
Produce frequent, interim end-products which have value to the client, so that the client receives the full value of work expended to date should there be a requirement to alter the scope or direction of the project.

The successful implementation of the recommendations of a consulting project is the single most important measure of its success. Therefore, our consultants:

Work as closely as possible with the client management who must use our work;
Work at the client's premises whenever possible;
Communicate interim findings directly to the users as frequently as possible, rather than rely solely on written reports delivered at the end of the project;
Assist the client in implementing recommendations.

Initial Meeting and Review

When we are approached about the possible use of our consulting services to help solve a specific problem, our first step is normally to arrange a visit to the client. The objectives of such a meeting are to enable us to:

Learn about the background to the decision to consider engaging consultants.
Gather some basic facts and figures about the client's organisation.
Analyse the collected information and identify particular areas that need improvement.
Prioritise the need for improvement and the benefits of each to the client.
Agree and define, with the client, the terms of reference and the areas to be covered in the consulting project.
Indicate to the client our likely approach in carrying out the project.

If justified, we would conduct a brief preliminary technical review of the activities to be studied, to help us gain a proper understanding of the client's needs. This in turn would help us prepare a meaningful proposal for the use of our services, based upon first hand knowledge rather than conjecture.

The Proposal

The next step is for us to prepare a written proposal for the use of our consulting services. This document is carefully produced in the context of the client and his requirements.

Its contents will thus be variable, but may well describe:

Some pertinent background to the need for consultancy.
Potential opportunities for improvement that were observed during the initial meeting and review.
The terms of reference for the project, and the end products.
Our plans for tackling the project and the methodology we would adopt.
Our suggestions for reporting progress and discussing ideas with client management.
Our proposals regarding management of the project, staffing, scheduling of work, time estimates and fees.
Our qualifications and experience of special relevance to the project.

The Project

Virtually every project reveals some unique feature or some unique challenge. Our consultants must therefore adapt quickly, conditioning their approach to circumstances surrounding each specific project. Despite this lack of uniformity, we make a practice of adhering, whenever possible, to well proven operating policies and procedures. These are summarised below:

Partner Responsibility

For each project we nominate a partner to assume overall responsibility for the direction of the project and the quality of our services. At the outset he satisfies himself that there is agreement as to the scope and goals of the project. He normally organises the team mobilisation and ensures that the work gets off to a good start, He reviews progress periodically, contributes to participates in key client meetings.

Project Supervision

Each project also has its project controller who has day to day responsibility for running it as well as undertaking some of the technical work itself. He also acts as the focal point in communications with the client.

Project Team

In selecting professionals for specific project we aim for the optimum balance of skills, experience, maturity, creativity, and language capability. We endeavour to assign those consultants who we feel will integrate well into the environment of the client's organisation. However, we would emphasise that the client is engaging the resources of the whole firm and so our consultants frequently confer with colleagues who provide back-up services or possess some specialised knowledge.

Client Participation

We have learned that the most successful projects are those were the client is fully involved with the development of the solution. We believe that a management consultancy project should be a marriage of the consultant's experience, technical skill and objectivity with the client's knowledge of his business. If the client's staff have contributed to the proposals they will feel more committed to making them work.

Reporting

Apart from producing the required written reports, we work hard to ensure that the client is kept regularly informed of our progress and our thinking. This may be achieved through informal contact or periodic progress meetings. It is part of the vital process of either receiving confirmation that we are proceeding in the right direction, or being made aware that a touch on the tiller is needed.

Training

We are always pleased, where appropriate, to take part in training client personnel in changes agreed by management and in implementing those changes. Consultants must be able to convert theory into practical reality; their counsel should be invaluable to the client during the period of process for the client to assume an increasing role and the consultants a reducing one in order to avoid a vacuum when they withdraw.