Outline

What do we mean with organizational consulting What is a organization, entity, community going to a common goal They use a strategy They use resources Come up with services and products, processes What kind of consultants that exist Players are focused on each area Strategy consulting Processes and more technical, booze-allen Specific sector, at curney supply chain Finance audits Hrm like mercer, hay, Hewitt It (developing solutions and they ones that are consulting) for example ibm Knowledge management consulting, is embryonic the new kid in town (first movers not always the winners) Every consultants must priorize to one speciality Some then even go deeper in one single section of hrm like expat But we now realized that this has a reverse effect, companies pay a lot of money to get it mac kinley, pay for a generic presentations and then they call all the experts with different approaches and techniques so it does not match We now start to understand that we need to integrate As well same internal, since they for example invite only the top people of the company for strategy meetings Ask for example hr people to consult internally, but you cannot ask them about their own systems The whole approach is never audited throughout the company We need to destroy the silos For example prasena, who are not deeply specialized but are experts in integration of processes, strategy, resources management We are not the only one but its still the new kid in town More and more companies are hiring external project managers to really check from a outside point It’s a trend right now Prasena supports this and suggests companies to hire an external project manager An individual not a company To work with internal resources They can categorize the different consulting and categorize them Are they competitors They all may say the do all, but in reality they don’t It companies like oracle has hr systems but are not really experts and do make a big mess (could isa tell one specific story in a webcast, isa told a story about a specific us code that was just not working, so such systems would not work, systems check with ministry of labor in the us, much of those concepts are based on concepts of sap from the 80s. they all rather sophisticate systems based on people hr, nothing on position and nothing on competencies) Since it play a more important role, the concepts of such it giants like ibm and oracles are playing a bigger role in specific consultants like finance and hrm. So there is almost a step backwards in advance hrm. On the other hand hr consultants are then again moving into it solutions. But again lacking the global approach 95% of consultants are us driven Local ones are not global minded and cant help global companies Therefore the approach is almost always us cultural driven Others have been taken over in the 90s by us companies like crg No more small size global consultant 85% of revenue is still traditional core consulting So all say they do km consulting but few really make money with it   Crg for example was similar BUT additionally had a integrated global approach No mapping throughout the world Prasena could not have done such an approach Else we would be swalled so we wanted to be complementing And we needed to find a area So we found it but not as we wanted so today we are more on a strategy level consulting No km since market is not ready Not much technique So we are now on the level with mc Kinsley and boston consulting group Since they are in problems we could go into this gap We realized that the only people in a company who can adopt a integrated approach to management can be the ceos, the md, executive members etc We start from the top from strategy Never only pure hr   So from top down we touch all the corporate resources We have not changed our core business but we have been newly positioned in the market There is a lot of blab la in the websites of such companies You must be very careful and check what they actually can do   What can be the value of a consultant Main value would be first to be neutral and to play stupid, ask many questions, he can not have pre conceived idea that may be wrong Goes into the problems of change management Second, not politically bios, he does not have to report to sb, his job does not depend on the supervisor, he can provocative The pressure only comes from the person who hired the consultants Important is that the consultant understand the real objective of his assignment Sample: says I have a mandate of producing pd for all jobs, this is my responsibility, why are they not complete. By looking into it isa realized the hr function is only 4 yeasr old, before this it was in the hand of each unit manager at differerent unit locations, 4 years ago it had to centralized. Line managers did not complain but kept their routing processes so the whole went on as it was. So the new hr just asked the others to do the pd but did not really get them. So prasena could come up with a solution and explanation. We as consultants have as well more time, internals have other objectives and assignments so internals would always have to do the internal consulting ADDITIONALLY to their 100% job This is where the external project manager fits in   All those adventatage lead to 2 Diagnosis (like a dr), there is the differenciation of good and bad ones, explains the huge rate of failure in consulting business Many of consultants don’t listen, don’t analize but instead come with their fix solutions The problem is that many clients hire consultant rather on their references than their capacity of being good it diagnosis But this neclects the corporate culture, the individual approach, such generic solutions will normally fail. Even with crg 75% had not been sustainable solutions The clients normally call you for solutions rather than diagnosis, they assume they know the solution already or at least they know the problem Back to the prasena pd issue, the client called and said that we should look into the process and help to find out the WHY A year before he called mercer and asked the same issue, mercer had a good system for pd and new format, process. but since it was not clarified where the issue came from so it once again diluted back to line managers and resulted in the same non solution Many times prasena would recommend some solutions from externals since we actually we would have a own solution but would rather not suggest it   This client for example already had a oracle based solution and this would not fit in to our own conceptual hr system. We had to tell them its not the best solution but we can consult them on how to make best possible use of it. At least it’s a bit better than today. Once you apply it and make a perfect job the pressure for change will not come through hr and consultant but from the users itself Prasena would therefore suggests questions to ask oracle power users to do following… Such an approach would be very difficult to aks an internal consultant to do   What is called todays internal consulting is rather teaching/ coaching and not diagnosis and recommendation based on fact finding Beoz clients are often not willing to pay for diagnois we had to go into companies and do it very cheap. Even if it should not be like this 60% should be diagnois and 40 should be reomm In reality its rather 20/ 80 Like in ict they don’t want to pay for the specs but only for the implementation Recommendation This depends on the individual competency of the consultant, prasena just started now to delegate based on strengths. Problem was on how to delegate the same high level of isa to new consultants. Must mobilize and develop moduls and visuals so that new people can learn but no km possible. Crg had few support people but most have been professional consultants working with same methods. No slaves. But when you get too big then the companies get to much finance driven and cannot follow this was anymore, like mercer who is a huge basket. And so it depends very much with whom you get in touch with mercer and alike